Diversity MBA 50 Out Front 2019 by Bárbara Negrón

MAGAZINE

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UPMC leverages diversity to disrupt the status quo in health care Profiles of the TOP 50 COMPANIES

PLUS: IS IT TIME TO MOVE ON BREAKING BARRIERS AND RAISING CEILINGS

Saluting those who make a difference in diversity and inclusion. UPMC salutes Diversity MBA and all those honored in their “50 Out Front” and “Top 100” showcase. We are especially proud that three of UPMC’s own executives were recognized, and that UPMC ranked #1 on the Top 50 list of 2019 Best Places for Women & Diverse Managers to Work.

Congratulations to: Namita Ahuja, MD, MMM Senior Medical Director, Medicare UPMC Health Plan

Melonie R. Jackson, MBA Vice President, Human Resources UPMC Chautauqua, UPMC Hamot, UPMC Kane, UPMC Northwest

Oscar C. Marroquin, MD, FACC Chief Clinical Analytics Officer UPMC

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HIGHLIGHTS DIVERSITY MBA 50 OUT FRONT: PAGE 11/50 OUTFRONT Our rankings for “Best Places for Women and Diverse Managers to Work” for 2019 are out. We open with UPMC sharing some of their secrets to success, followed by our in-depth profiles for the rest of the Top 10 companies as well as shorter profiles for companies ranked 11-50. We asked companies to share their innovative initiatives that had impact on delivering programs that drive change and systems that encourage inclusion. We asked them to share their efforts to achieve diversity and inclusion in a way that is most helpful for our readers. We hope you enjoy and get a lot out of reading about this year’s 50 Outfront.

PAGE 66/IS IT TIME TO MOVE ON? Calvin Bruce Most professionals derive a great deal of satisfaction in landing a job that offers a clear career pathway, challenging responsibilities, equitable rewards for outstanding performance, and the psychological benefits of being a valuable contributor to the organization’s success. But things can change; the expectation of remaining with the organization until cozy retirement may suddenly become a pipe dream. Under such circumstances, what is the proper course of action? The first course of action is to clearly read the handwriting on the wall.

PAGE 71/DIVERSITY (AND LACK THEROF) IN THE FINANCIAL PLANNING INDUSTRY Catherine Andrews People of color have long faced systemic hurdles to success across industries — and the financial sector is far from exception. In fact, less than 3.5 percent of all 80,000 Certified Financial Planners are People of Color. This alarming statistic means that only 2,800 people out of 80,000 are blacks and Latinos, numbers that highlight a stark racial divide in the world of financial planning. We look behind the numbers – and offer some ideas for improvment.

PAGE 74/OLDER, WISER, BIGGER, BETTER Steven Humerickhouse It started with a two-hour telecast attended by 75 people but now has a global reach and has been cited as one of the leading conferences in the world for those working in or interested in diversity, equity, and inclusion (DEI). The Forum on Workplace Inclusion has gone from humble beginnings to a learning and development leadership position.  Much can be learned from the event’s success and growth.

PAGE 82/AND A LITTLE EYE CANDY Synthia Saint James Synthia Saint James is a world-renowned visual artist, author and educator best known for designing the first Kwanzaa Stamp for the USPS in 1997 and the international cover art of Terry McMillan’s book “Waiting to Exhale.” She has agreed to share photos of some of her most recent artwork with Diversity MBA magazine. The pieces are from Saint James’ ongoing Gullah Geechee Series – art depicting the Gullah, a distinctive group of Black Americans who live in isolated coastal areas in the Southeastern United States and have been able to preserve their African cultural heritage to a remarkable degree.

P&L Group, Ltd of IL Advisory Board of Directors Pam McElvane, MBA, MA CEO & Publisher, Diversity MBA Board Chair James Taylor, PhD. SVP & Chief Diversity & Talent Management Officer UPMC Neddy Perez, Vice Chair Sr. Director Global Diversity & Inclusion McCormick & Co Eugene Kelly, Immediate Past Chair World Wide Vice President of Workplace & Global Initiatives Colgate-Palmolive Andrew Lee, PhD. Vice President & Chief Diversity Officer WellStar Health System Angela Roseboro Chief Diversity Officer Riot Games Angela Talton, MBA Chief Diversity Officer & Operational Strategist Celeste Warren VP & Chief Diversity Officer MERCK D.A. Abrams Chief Diversity, Equity & Inclusion Officer DEI E Donald Fan Sr. Director, Culture & Inclusion Wal-Mart Stores, Inc. Grant Clark Diversity & Inclusion FaceBook Kirsten Marriner SVP & Chief People Officer The Clorox Company Peggy Harris Assistant Vice President Human Resources ATRIUM Health Patricia Arredondo, Ed.D President Arredondo Advisory Group Rich Robles Sr. Director Diversity & Inclusion Reggie Miller Vice President & Inclusive Diversity Officer VF Corporation Novant Health System Steve Humerickhouse Executive Director Augsbury University

IN THIS ISSUE

In Every Issue 6 7 8 10

From the publisher From the editor Feedback Contributors

Cover Section 14 16 18 24 50

Best in Class: Recognition of companies that have demonstrated consistent and excellent systems, practices, metrics and impact. Specialty Lists: Wee examine the impact of the 50 Outfront Companies in 20 dimensions of diversity and inclusion implementation programs UPMC: Insight, innovation, inclusion – in-depth profile of our No. 1 company Profiles of companies ranked 2-10 Profiles of companies ranked 11-50

Diversity Toolkit 66 70 73

Is it time to move on? How to read the handwriting on the wall Breaking barriers and raising ceilings Numbers show a lack of diversity in the financial planning industry – it doesn’t have to be that way

Diversity Events 76 80

Older, wiser, bigger: The Forum on Workplace Inclusion has emerged as a global model for diversity conferences. What can we learn from its success? Diversity MBA’s 13th annual conference excites, informs, connects 84 Latino executives from nation’s top firms gather at HACE’s 37th national leadership conference

Diversity in Culture 88

Prominent artist shares her work depicting a remarkable people

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BREAKING BARRIERS: LEAN INTO INCLUSION Diversity MBA continues to grow and break through barriers. We had the opportunity to experience tough times while achieving growth and innovation. We are in the fifth year of delivering our strategic plan and, yes, we are elated about our journey. The biggest reflection I have is that we have had many supporters from corporate partners, vendors, PAMELA A. MCELVANE colleagues, interns and staff CEO & PUBLISHER who have contributed to our DIVERSITY MBA MAGAZINE continued growth. I thank all of you; your support has had an impact on Diversity MBA. We are coming off the third quarter gaining strides and achieving milestones. We thank everyone who attended our annual National Business Leaders Conference on Sept. 9 and 10. Breaking Barriers: Lean into Inclusion is Diversity MBA ‘s2019 theme. I thought it was timely to have a theme focused on what leaders are doing to lean into inclusive behavior, while simultaneously breaking down barriers and obstacles. Companies are dealing with societal issues that overflow into the workplace and heighten employee anticipation, anxiety and fear of how much of their own feelings can be exposed. Let me share with you the vision I had when conceptualizing this theme. Breaking Barriers requires that people come together to gain the strength required to support each other’s dreams and existence. Overcoming barriers means feeling safe and not defeated when trying to do the right thing. Fundamentally, every one of must overcome some type of obstacle and/or barrier to achieve our greatest selves. The Lean into Inclusion portion makes me think about leaders who have influence and power. Leaders are characteristically unselfish and only have the best interests of others as their priority. When leaders are authentic – at any cost to their reputation – that authenticity, surprisingly, only heightens their reputation as an inclusive leader. So how do we all gain this sense of awareness? Dive into self-awareness and own your biases and embrace the belief

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that the other party will embrace your truth and will lean in with you. So, we continue to recognize and celebrate the 50 Out Front Companies for “Best Places to Work for Women & Diverse Managers.” Connecting leaders, recognizing achievement and fostering change is our goal for this years’ experience and my life’s work. My vision has always been to bring business leaders together in a format that allows them to express how inclusive diversity is a part of who they are; and what they do on a daily basis. Our No. 1 company, UPMC, is a company that set the course to achieve a mission and vision of inclusion, while serving the largest populations in health care, to drive health equity for all. After five long years or redesigning and relaunching the Diversity MBA publishing brand, we can happily claim that we are in our stride. Let me share with you what you can expect now and going forward. Our flagship publication Diversity MBA Magazine has published 10 digital issues with 100,000 subscribers. Lead by TaVashane Brown, our digital team will end 2019 with five digital issues published and with six digital issues planned for bi-monthly publishing in 2020. Executive Editor Dan Holly leads the print signature editions of Diversity MBA Magazine that includes this issue “50 Out Front: Corporate Diversity Leadership” and “Top 100” recognition issues. And we are excited to announce the launch of Top 100 series publications focused on uplifting the achievements of current and past DMBA Top 100 honorees. Our first two issues are “Top 100 Women Influencers” and “Top 100 Universities.” Finally, Diversity Business Review (DBR), a practical, thought leadership, reviewed journal, led by Review Board Chair Dr. Deborah Ashton, launched September 9th, 2019. This publication will be biannual in March and September and will allow for both invited contributors and open-market submissions. Wow, there it is – the new Diversity MBA Publishing platform: four distinctive niche publications with specific targeted audiences. And don’t forget the weekly blogs, newsletters, custom research reports and, of course, our inclusion of media across all dimensions of diversity. We invite everyone to be a part of growing our 1.9 million readers to 5 million in the next three years.

FROM THE EDITOR

• Multi-pronged approach. Winning organizations realize that achieving D&I is a complex goal that requires action on a number of fronts simultaneously – culture change, community partnerships, empowering employees through ERGs, etc.

Chances are, you are not going to read the profiles of all 50 companies chosen for our annual “Best Places for Women and Diverse Managers” rankings. But you might want to. As the editor, I do, and one of the great things about that is that I get to see trends emerge.

DAN HOLLY EDITOR DIVERSITY MBA MAGAZINE

• Our annual rankings are the entrée for this issue, but there are a few side dishes: Calvin Bruce, a retired recruiting company executive, answers the question, “Is it time to move on?” These days, no one works for one company forever, right? How do you know when the time is right to move on to greener pastures? Bruce offers a few tips about how to read the handwriting on the wall.

What are the organizations doing whose diversity and inclusion efforts win them recognition in our “Best Places” issue (also known as “50 Outfront”)? What are they doing right?

• Jeff Blackman, a speaker, author, success coach, broadcaster and lawyer, gives us some motivation with his article “Breaking Barriers and Raising Ceilings.” It’s a short read that packs in a lot of peppy wisdom that you cannot help but agree with even if you’re feeling grumpy and unmotivated – especially if you’re feeling grumpy and unmotivated.

These are more my personal observations than a scientific examination of the metrics, but I see three themes that emerge in these profiles: • Authentic selves. This is something emphasized by a number of the organizations chosen in our rankings – providing an environment in which employees feel free to bring their authentic selves to work. And the reason that is seen as a good goal to instill throughout the organization is because it is such a win-win proposition. The organizations tend to use similar language in how they describe these efforts: Allowing employees to bring their true selves to work motivates them. It makes them value the company more and work harder.

• Business blogger Catherine Andrews gives us alarming statistics on the lack of diversity in the financial planning industry. She gives us some perspective on those numbers but argues that it does not have to be that way and gives some thoughts on how the situation can improve. And we also have a little dessert – a spread of photos of paintings from Synthia Saint James, the lauded painter. These paintings are from Ms. Saint James’ “Gullah Geechee Series”, an ongoing series of works depicting the Gullah people, a remarkable group of African-Americans living in isolated areas along the coast of the Southeastern U.S. who have been able to retain a high degree of their African culture and customs.

• D&I drives innovation and fosters adaption. Organizations that are ahead of the pack understand that, at its foundation, D&I is a matter of valuing and truly listening to every employee – and that helps bring about an organization where good ideas have a better chance of bubbling up from the bottom, and where adaptation to changing conditions in the field can be quicker and more effective.

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Enjoy, and if you have any comments, compliments, complaints or suggestions, contact me at dan@diversitymbamagazine.com.

Page 8 – Move Feedback to page 84; replace with “What’s New at Diversity MBA” ad

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Pamela A. McElvane • Publisher EDITORIAL TEAM Dan Holly • Executive Editor Dan@diversitymbamagazine.com TaVashane Brown. Assistant Managing Editor & Digital Editor tavashane@diversitymbamagazine.com Copy Editor(s) Paul Brent OPERATIONS/PRODUCTION TEAM Fran Sherman. Production & Art Director Barb Negron, Sr. Graphic Designer Donyel Young, Sr. Graphic Designer Sharee Dorsey, Digital Designer & Production Director Brittany Bisner, Bold Business, Digital Strategy Estella Brown, Circulation Coordinator Cameron Boulanger, Financial Services Intern SALES & MARKETING TEAM Anita Gonzales, Head of Client Engagement anita@diversitymbamagazine.com Erika Thompson Young, Sr. Corporate Relations Lead erika@diversitymbamagazine.com Pierce Adams, National Account Executive pierce@diversitymbamagazine.com Kendall Gresham, Corporate Relations & Marketing Coordinator Kendall Oliver, Advertising Coordinator Joshua Boulanger, Social Marketing Intern PUBLIC RELATIONS Jerry Thomas, Media Consultant Jerry@Jerrythomaspr.com Haeven Herron, Publishing Assistant EXECUTIVE TEAM Pam McElvane, CEO& Publisher Dr. Deborah Ashton, Chief Psychologist & Learning Officer DeAndro Hodo, CEO Jetex, DMBA Tech Management Dan Holly, Sr. Vice President Ed Kopko, CEO Bold Business, DMBA Digital Strategist Copyright © 2019, P&L Group, Ltd. of Illinois Diversity MBA Magazine (TM) is published as follows: Fifty Out Front Companies Issue, Diversity MBA 100 Recognition Issue, Diversity in Sports, Diversity in Entertainment, Diversity in Travel & Culture; Diversity in Technology, Diversity in College Recruiting; Managing Money; Diversity in Generations We are not responsible for unsolicited manuscripts. For consideration for publication, please send queries only to dan@diversitymbamagazine.com; Diversity MBA welcomes feedback from our readers. Address all correspondence to Diversity MBA Magazine 24 E.107th Street, Chicago, IL 60628 Or email us at diversitymba@diversitymbamagazine.com. Letters should include full name, address and telephone number. Editing for clarity and space will occur Website: www.diversitymbamagazine.com

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CONTRIBUTORS

Calvin Bruce retired from a recruiting company designated as “Atlanta’s Best Employer” (in its size category) three years in a row. He has regularly contributed articles to publications such as The Wall Street Journal, Atlanta Employment Weekly, National Law Review, MBA and the Engineer, IM Diversity, among others.

Jeff Blackman is a speaker, author, success coach, radio/TV broadcaster and lawyer. Since 1982, Blackman has shared his positive and profit-producing messages with Fortune 500 companies, closely-held businesses, entrepreneurial driven organizations, solo practitioners and association audiences throughout the world. He is a contributing editor or columnist to many magazines and newspapers. His books include the Opportunity $elling®Vsales quotation book; and Carpe A.M. • Carpe P.M. – Seize Your Destiny™ books; and Stop Whining! Start Selling!

Catherine Andrews is a financial expert who specializes in financial literacy education. She is a lifestyle and business blogger who has explored such topics as artificial intelligence, the outlook for the stock market, how the cloud is changing business, and basketball great LeBron James. When she’s not studying trends in forex market movements, she spends her time annoying Buzz, her Siamese cat.

Synthia St. James is a lauded artist speaker, educator, actress and writer. Her many accolades include “A Tribute to Women Who Inspire Us” (2012), NAACP Image Award Nominee ( 2012), “Women Who Dared: Our Legacy & Our Future” (2011), National Association of Women Business Owners - Hall of Fame Inductee (2010), Trumpet Award - The Arts (2010), Phenomenal Women Award, California State University Northridge (2010), and Woman of the Year for the 26th Senatorial District (2008). Her artwork has been exhibited all over the world, as well as in many television shows and films, and she has appeared in TV shows, films, documentaries and commercials. She also has written a number of books, essays and articles, and has an honorary doctorate from Saint Augustine’s University in Raleigh, NC.

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Introducing the Top 50

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Our 2019 Rankings for Best Places for Women and Diverse Managers to Work Diversity MBA is excited to recognize our 2019 rankings for Best Places for Women and Diverse Managers to Work. Learn what the top companies and institutions are doing that is successfully driving their diversity and inclusion strategies to full execution â&#x20AC;&#x201C; starting with our top-ranked company, UPMC. We open with UPMC sharing some of their secrets to success, followed by our in-depth profiles for the rest of the Top 10 companies as well as shorter profiles for companies ranked 11-50. We asked companies to share their innovative initiatives that had impact on delivering programs that drive change and systems that encourage inclusion. We wanted them to share their efforts to achieve diversity and inclusion in a way that is most helpful for our readers.

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While these 50 organizations take a variety of approaches, they all are pursuing the same overall goal â&#x20AC;&#x201C; to make sure that their workforces are as diverse as our nation and that everyone in their workforce feels like they belong. The winning organizations are justifiably proud of their DE&I efforts, and we hope that our 1.9 million readers will be informed and inspired by the programs, initiatives, ongoing efforts, goals, et.al., detailed in these pages. Diversity MBAâ&#x20AC;&#x2122;s methodology consists of a multi-tiered process: 1) registration to confirm participation; 2) actual completion of survey: 3) rating of 100 participants with the highest score: and 4) secondary research. While more than 500 companies registered to participate in the survey, only 339 qualified for the competitive rating to qualify for selection. Companies are selected based on scores for representation, board diversity, recruitment, workplace inclusion, retention, succession planning and accountability. The DMBA index measures how companies are developing their pipeline talent of women and people of color. We recognize it is a journey to create inclusive diverse cultures and we are excited to celebrate the intentional progress these companies are making to ensure their employees and leaders represent the diversity of the consumers in the marketplace. We hope you get as much out of reading them as we did preparing them.

CONTRIBUTORS

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Diversity MBAs 50 Out Front: Best Places to Work for Women & Diverse Managers 26

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Best in Class Diversity MBA’s Inclusive Leadership’s Index identifies companies for the Best in Class recognition – those that have demonstrated consistent and excellent systems, practices, metrics and impact. “We understand that creating a diverse workforce and inclusive culture is a journey and we recognize the top companies that have demonstrated successful practices in our Best in Class category,” said Pam McElvane, CEO of Diversity MBA. “We acknowledge that even the Best in Class are still evolving, but it is imperative that we celebrate progress and milestones achieved. In each of our six categories we have identified the top 10 companies in alpha order. We salute you.” The six areas measured for best practices in management and leadership are Recruitment, Representation, Succession Planning, Workplace Inclusion & Retention, Accountability, and Board Diversity. Those areas are defined below.

Succession Planning is the talent management system that allows for fair and equitable advancement of identified top talent. The inclusive leadership index’s top companies advance their high-potential talent at a rate of 40 percent; and their diverse talent at a rate of more than 40 percent, on average. These companies also have intentional executive development programs, formal sponsorships and mentoring for emerging leaders. Workplace Inclusion & Retention combined are business essentials that must be achieved for the cultural institutionalization of diversity and inclusion. It is the blend of cultural competencies and career disciplines resulting in the differences of thoughts, approaches, experiences, identities, affinities and more. Full employee engagement in a culture supports trust, innovation, flexibility, leadership and authenticity. These are some of the components of creating a sustainable workforce. The average retention ratio is 85.

Recruitment strategies must be aligned with the overall diversity and business strategy. Building a recruiting platform that has enterprise-wide accountability among recruiters and hiring managers is necessary. These companies provide comprehensive diversity and legislative training for recruiters. And equally important is how the companies source talent with demonstrated results hiring women and diverse talent.

Accountability requires CEO and board commitment to ensure the success of achieving diversity and inclusion results. Accountability must be systemic in all processes at every level. Incentive and recognition need to be cascaded at every level so every employee understands his or her contribution to the overall strategy. While recognizing great strides for achieving goals is necessary, aligning compensation to support the diversity and inclusion journey is a best practice.

Representation is the ultimate outcome that companies want to achieve with women and people of color in the most senior leadership roles. In order to ensure continual development, companies must have a strong pipeline of talent. These companies have done a tremendous job with advancing women. The measure of success is how they are advancing people of color into leadership roles with demonstrated results.

Board Diversity continues to be a growth opportunity for all companies. More and more companies are engaging their boards in their diversity strategy. Diversity on boards is a proven indicator to ensure a competitive advantage. Diversity MBA’s Inclusive Leadership Index Best in Class Companies have an average of 65 percent diversity on their boards; which means women and people of color are the majority.

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“We understand that creating a diverse workforce and inclusive culture is a journey and we recognize the top companies that have demonstrated successful practices in our Best in Class category,” said Pam McElvane, CEO of Diversity MBA. Recruitment

Representation

Succession Planning

Workplace Inclusion

Accountability

Board Diversity

A.T. Kearney

Allianz Insurance

Aurora Advocate Health

ColgatePalmolive

Atrium Health

Bank of America

Atrium Health

Bank of America

DIAGEO

Blue Cross Blue Shield, MA

Bank of America

Blue Cross Blue Shield, MA

Bank of America

Blue Cross Blue Shield, MI

Federal Reserve Bank of Cleveland

Blue Cross Blue Shield, MI

Health Care Service Corporation (HCSC)

Federal Reserve Bank of Cleveland

Health Care Service Corporation (HCSC)

ColgatePalmolive

Colgate-Palmolive

ColgatePalmolive

Nationwide

Health Care Service Corporation (HCSC)

L’Oreal USA

Health Care Service Corporation (HCSC)

Envoy Air

DIAGEO

Novant Health

Intel

Leo Burnett

Intel

Health Care Service Corporation (HCSC)

L’Oreal USA

PNC Financial

Old National Bank

Procter & Gamble

PNC Financial

Intel

Novant Health

Protiviti Consulting

PNC Financial

The Clorox Company

L’Oreal USA

The Clorox Company

T- Mobile

The Clorox Company

TIAA

UPMC

WellStar Health System

UPMC

Visa

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Specialty Lists Diversity MBA Inclusive Leadership Index provides more than 30,000 insights on the intersection of diversity & inclusion strategy and talent management. New this year, we examined the impact of the 50 Outfront Companies in 20 dimensions of diversity and inclusion implementation programs. In alphabetical order, we listed the Top 5 companies that demonstrated outstanding achievement in 20 categories. See the list below.

Leadership Representation Bank of America Envoy Air Federal Reserve Bank of Cleveland L’Oréal USA WellStar Health System

Executive Development Atrium Health Aurora Advocate Health Bank of America Colgate-Palmolive Xerox

Talent Pipeline A.T. Kearney Bank of America Colgate-Palmolive Envoy Air Health Care Service Corporation (HCSC) L’Oréal USA

Diversity Targeted Recruiting Atrium Health Nationwide Novant Health Progressive Insurance UPMC

College Recruiting Blue Cross Blue Shield, MI The Clorox Company Colgate-Palmolive L’Oréal USA UPMC

Board Diversity Gender Mix Bank of America DePaul University DIAGEO L’Oréal USA Procter & Gamble

Board Diversity Ethnicity Mix Health Care Service Corporation (HCSC) The Clorox Company TIAA Visa WellStar Health System

Inclusive Culture Bank of America DIAGEO Horizon Blue Cross Blue Shield, NJ PNC Financial Protiviti

Diversity Councils Abbott The Clorox Company UPMC VF Corporation Xerox

Diverse Slates Blue Cross Blue Shield, MA DIAGEO Horizon Blue Cross Blue Shield, NJ Novant Health PNC Financial

Advancement of Women Blue Cross Blue Shield, MA L’Oréal USA Protiviti UPMC WellStar Health System

Advancement of People of Color Bank of America Blue Cross Blue Shield, MI Colgate-Palmolive DIAGEO UPMC

Sponsorships The Clorox Company A.T. Kearney Horizon Blue Cross Blue Shield, NJ L’Oréal USA Novant Health

Mentoring Blue Cross Blue Shield, MI The Clorox Company Colgate-Palmolive Novant Health UPMC

Supplier Diversity Aurora Advocate Health Blue Cross Blue Shield, MI DePaul University UPMC Xerox

Social Responsibility Atrium Health DIAGEO Intel Old National Bank PNC Financial

Reward Systems A.T. Kearney Aurora Advocate Health Federal Reserve Bank of Cleveland Old National Bank VF Corporation

Employee Resource Groups Atrium Health Bank of America Blue Cross Blue Shield, MI DIAGEO Novant Health

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Diversity MBA — We’re proud to support you We’re committed to being a great place to work, where women thrive. Women play a vital role in driving economic growth, so we focus on attracting and developing talent, and connecting women to mentorship, capital and other tools that help advance their careers, businesses, and make financial lives better. We’re proud to be named on the 2019 ‘50 Out Front List: Best Places for Women & Diverse Managers to Work.’

Visit us at bankofamerica.com/inclusion.

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UPMC: INSIGHT, INNOVATION, INCLUSION

t is an ambitious goal for Pennsylvaniaâ&#x20AC;&#x2122;s largest employer to enhance the diversity and cultural competency skill-set of 87,000 employees; to provide culturally and linguistically competent care to improve the health status of its diverse patients and insurance plan members; to meet the health needs of those who live and work in urban and rural communities throughout its vast footprint; and to grow patient population and insurance membership by attracting the fastest growing segments of the region.

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UPMC’s Diversity and Inclusion Agenda is spearheaded by its Center for Engagement and Inclusion (CFEI) and is centered on the organization’s core value of dignity and respect. “As one of the country’s largest academic medical centers, improving the health and health status of the communities we serve is at the core of our mission.” said James E. Taylor, Ph.D., chief diversity, inclusion, and talent management officer at UPMC. “And for all of us, the multicultural dimensions of these communities are undeniable. We recognize that talent and ability are not limited, but enhanced by the diversity and cultural expertise that our employees bring to the workplace.”

A LEGACY OF DIVERSITY The history of UPMC is the history of people — a common thread that connects UPMC through the ages, from the newest employee hired today all the way back to Dr. Louise Wotring Lyle who gave the health system its start when she founded UPMC’s flagship Presbyterian Hospital in 1893. Over the years, the organization has grown and changed with expanded physical facilities, and with pioneering approaches to health care that have changed the lives of countless people around the world. UPMC has invested in bold and new life-saving procedures and, as a result, has a lot of firsts: • Dr. Jonas Salk developed the polio vaccine. • Dr. Thomas Starzl pioneered organ transplantation, leading to the first human liver transplant and the first pediatric organ transplant making UPMC one of the most trusted transplant centers in the world. • UPMC is home of the first implanted ventricular assist device and the first comprehensive ocular regenerative medicine program. • And UPMC is where they are fine tuning the immune system – sometimes revving it up and sometimes putting on the brakes to kill cancers and prevent organ rejection. • And if that were not enough, UPMC is where blindness might be cured.

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Other notable UPMC firsts include opening a pregnancy recovery center – an outpatient program offering pregnant women comprehensive and compassionate care for opioid addiction. UPMC also performed the first-ever in-utero surgery in its region to treat spina bifida. But the most significant investment UPMC has made is in its people. UPMC employees represent everyone. And they serve a public that is equally diverse. “We are a leading health care system because we value the perspectives of each member of our diverse team,” said John Galley, senior vice president and chief human resources officer at UPMC. “Our employees feel confident because they are included, respected, and treated equally. Our team members are encouraged and allowed to share their perspectives and ideas but most importantly, they are heard. UPMC’s leaders are committed to diversity and inclusion, which is critical in driving innovation and attaining strong results.” Inclusion empowers UPMC to be a thought leader in transforming the economy of the region — creating new jobs, new businesses, and new models for health care delivery and community support. “UPMC’s diverse workforce is the engine that delivers worldclass clinical and research breakthroughs for the regions that we serve,” added Galley. “The diversity of our workforce also has a profound impact on our ability to provide compassionate care to patients. We want all of our patients to feel comfortable and know they are in an environment that recognizes their individuality. “Our strong and ongoing commitment to diversity and inclusion is at the heart of everything that makes UPMC great.”

COMMITMENT TO WALKING THE TALK UPMC maintains a high level of engagement with its many communities, especially as the health care system’s footprint grows with acquisitions and expansions. “We are intentional

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in our ongoing efforts to increase the capability to deliver culturally competent care to our patients and health plan members, recognizing that care needs may differ for individuals from diverse backgrounds,” said Taylor. “The era of transforming health care has brought many uncertainties to our industry, but we are sure of one thing: UPMC will continue to enhance our corporate culture through a commonly shared commitment to diversity and inclusion.” Added Diane Holder, executive vice president, UPMC; president, UPMC Insurance Services Division; and president and chief executive officer, UPMC Health Plan: “Inclusion is more than a way of doing business — it’s part of our DNA. And it all starts with our belief that inclusion is based on one core truth: that everyone deserves dignity and respect. This extends to our members, patients, and the communities we serve. We look for diverse talent that will help the organization to serve by fostering a work environment of creative thoughts, ideas, and innovation. Our commitment to inclusion has had a dramatic effect on the values of our organization, on our members and clients, and on the communities we serve. All of us strive to implement the concepts of inclusion because we live it — because that is who we are.” In 2018, UPMC’s expansion topped 40 hospitals across Pennsylvania and New York, and UPMC Health Plan captured nearly 3.5 million members. The $20 billion health-care provider and insurer recognizes that transformation is an urgent industry requirement and cultural competency is fundamental to that transformation. “Diversity is how we achieve our mission and grow our business,” Taylor said. This philosophy is inherent within UPMC’s Diversity and Inclusion Agenda, the organizational framework designed to further embed diversity and in-

clusion into UPMC’s core business as a central strategy for competitive advantage. Within each component of the Diversity and Inclusion Agenda, there are significant strategies that will drive UPMC forward, allowing UPMC to focus on employees, patients, community, and culture.

INFRASTRUCTURE The diversity and inclusion infrastructure at UPMC is comprised of a robust staff devoted to advancing the organization’s Diversity and Inclusion Agenda. Diversity Directors, Employee Resource Groups, a Committee of the Board of Directors dedicated to Diversity & Inclusion, and a full diversity and inclusion staff comprise the core infrastructure that supports the implementation of UPMC’s diversity strategy. • Board of Directors: UPMC is committed to leading diversity and inclusion from the very top. This is demonstrated through its engagement with the Board of Directors to provide governance to their diversity strategy. In addition to the Chief Diversity and Inclusion Officer regularly updating the full Board of Directors, UPMC has an Inclusion and Diversity Committee of the Board that provides direct involvement in overseeing the diversity and inclusion function at UPMC. The Inclusion and Diversity Committee, like any other Committee of the Board, approves the strategic direction and serves as policy advisor of the UPMC Diversity and Inclusion Agenda. • Center for Engagement and Inclusion: The UPMC Center for Engagement and Inclusion (CFEI) ensures that diversity, inclusion, dignity, respect, and cultural awareness are core components of the employee, health plan, patient, and community experience. What most organizations refer to as the Office of Diversity and Inclusion, CFEI is charged with executing leading-edge and next-generation diversity

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strategies to advance UPMC’s diversity management capability and its national presence as a diversity leader. • Employee Resource Groups: Employee Resource Groups (ERG’s) play a unique role at UPMC as they serve as a key tool to enhance the employee, patient and member, and community experience. UPMC employee resource groups include: the Diversity Leadership Network, the Physician Inclusion Council at UPMC, the Nursing Inclusion Council, the Coalition of Residents and Fellows of Color, PRIDE Health, Individuals with Disabilities, Women in Finance, and Women in Information Technology. These networks of employees are formed based on the shared goal of nurturing an inclusive, welcoming workplace environment for UPMC which, in turn, increases employee engagement, elevates connectedness with local communities, and opens avenues into new markets.

WORKFORCE Merging the guiding principles of dignity and respect with effective diversity management practices is essential to UPMC maintaining its national leadership position in the transformation of health care delivery. Diverse employee representation at all levels ensures that UPMC has the knowledge, critical thinking, agility, and innovation required of a leading integrated health care delivery system. A sample of strategic initiatives within this scope include: • Executive Workforce Demographics: With the core belief that its workforce demographics should reflect the populations served throughout its footprint and its executive demographics should match those of its workforce, UPMC’s Board of Directors approved a five-year strategic goal to increase representation of people of color in executive roles by 40 percent and women in executive roles by 20 percent. Since tracking, 25 percent of executive hires have been people of color and 42 percent have been women.

develop, and connect talented people to meaningful work. These life-changing programs empower individuals to overcome barriers to employment. Consider, for example, the UPMC Partnership on Workforce Readiness and Retention (POWRR) program – a five-day learning forum for applicant referrals from community partners. Out of six cohorts to launch in 2019, 71 participants have graduated from the POWRR program and nearly 50 percent of those individuals have been hired at UPMC. • Diversity and Inclusion Curriculum: Designed inhouse by a team of learning and diversity specialists, UPMC develops its own Diversity Learning Curriculum to reflect its continual commitment to a culture that values differences within the workplace. The curriculum encompasses three Learning Pillars: Dignity & Respect, Cultural Awareness, and Unconscious Bias. In 2018, 91 percent of the UPMC workforce participated in at least one diversity learning experience.

CULTURALLY COMPETENT CARE Health disparities exist and UPMC realizes that providing culturally and linguistically competent care to improve the health status of its increasingly diverse patient and health plan member populations is a key strategy to eliminate these disparities. Embedding the patient’s cultural perspectives, beliefs, and health practices into the clinical encounter at every point of care aligns with UPMC’s commitment to patient-centered care while acknowledging the diversity of the patients and communities they serve. UPMC employees are constantly assessing the direct link between culture, workforce productivity, community engagement, and health-care outcomes to inform care delivery practices. Efforts

• UPMC Scholars Program: In partnership with the School of Nursing at the University of Pittsburgh, UPMC awards scholarships in the amounts of $25,000/year to underrepresented freshmen and sophomore students and a tuition loan of $25,000/year is provided for juniors and seniors. Coined the UPMC Scholars Program, tremendous rigor is applied to the program in which students need to maintain a minimum GPA and full-time academic enrollment. Upon their graduation, these students, now new nurses, have a three-year work commitment and guaranteed employment at one of UPMC’s urban hospitals. • Workforce Development: UPMC collaborates with diverse community partners to proactively engage,

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within this pillar of UPMC’s Diversity and Inclusion Agenda include: • Disability Resource Center: To better serve its patients, guests, and members, UPMC established the Disability Resource Center (DRC) with the goal of improving access to health care for its patients with disabilities. The staff of the DRC provide education and training, conduct reviews and assessments of its hospitals and facilities, and review policies and practices on accessible health care. The DRC makes arrangements for patients requiring accommodations and connects individuals with disability support groups to ensure all UPMC patients receive high-quality health care. • Transgender Care Clinic: Within a general medicine UPMC clinic, a team of UPMC physicians has established a transgender care clinic to ensure patients are able to establish care with transgender-competent primary care doctors, which, in turn, decreases the difficulty some patients face navigating health care. Additionally, UPMC Health Plan’s LGBTQ Advisory Work Group assesses strategies to maximize awareness and the overall experience for all UPMC members and patients in the LGBTQ community. Members of the advisory group have been specifically trained to provide member support. Not only do staff members provide answers to coverage or provider-related questions, but they serve as a referral service to community resources for the transgender community. • Prediabetes Prevention: UPMC launched a community wellness initiative aimed at vulnerable communities that are disproportionately impacted by diabetes. This program targets a broader range of community members who are diagnosed as prediabetic in an effort to reduce overall diabetes as a health disparity. This initiative includes prediabetes screenings, education, lifestyle support, including access to healthy food, and implementing physical activity into daily routines. • Cancer Research: As an academic medical center, UPMC continues to conduct research to advance the understanding of diagnoses that impact our patients and community members. At the UPMC Hillman Cancer Center, our cancer researchers work with clinicians to quickly move the most promising research results from their labs into

clinical trials. This provides early access to new and innovative cancer treatments throughout our network of cancer centers, particularly those efforts focused on breast cancer disparities in African-American women. UPMC continues to raise awareness among African-American women about the breast cancer disparity and the importance of screening and treatment. For more than 30 years, UPMC has remained committed to excellence in all aspects of cancer care, many of which have led to life-changing efforts.

COMMUNITY Enriching the health status of those who live and work in the communities UPMC serves is core to its mission, as is building a healthy community for diverse populations to address social determinants of health throughout its region. Bodies of work to advance this component of the Diversity and Inclusion Agenda include: • Community Benefits: UPMC supports the community and industry through sponsorship, clinical research, and the promotion of health equity. In 2018, UPMC provided $1.2 billion in total benefits to its communities, including more care to the region’s most vulnerable citizens than any other health-care institution. In all, these IRS-defined community benefits include charity care, research and education, charitable contributions, and wellness programs with the goal of improving health outcomes. Benefits include: sponsoring $299 million for research, primarily at the University of Pittsburgh, and $190 million in support of medical education to develop the next generation of physicians, nurses, pharmacists, laboratory technicians, and other professionals; hosting more than 3,000 free and subsidized programs (UPMC is the leading health-care system contributor to community health improvement programs in Pennsylvania); and supporting $87 million in charity care and $308 million to cover unreimbursed costs for Medicaid beneficiaries and other subsidized care. • Gun Violence Prevention: UPMC has developed a community strategy to support vulnerable communities that are disproportionately impacted by trauma resulting from gun violence. Realizing the many intricacies to gun violence prevention, this multifaceted strategy includes experts in the fields of public health, community engagement, government partners, hospital-based interventions, and workforce development. Through this effort, UPMC

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aspires to strengthen its neighborhoods from a state of vulnerability to sustainable resilience. • UPMC Confident Conversations: A community forum, this strategy provides a platform to discuss timely diversity issues that threaten to disrupt or jeopardize the trust and emotional health of the broader community, as well UPMC’s diverse workforce. How can UPMC restore peace of mind to its community in the aftermath of acts of violence such as the mass shooting in Pittsburgh’s Tree of Life Synagogue? UPMC offers a safe space and an avenue for discussion that reflects the diverse and inclusive culture of its community.

MARKETPLACE Ensuring that brand authenticity and marketing messages reflect a commitment to diversity is an important component of UPMC’s effective communication strategies. Growing UPMC patient population and insurance membership through market strategies that target the fastest growing segments of the region they serve drives business performance. Initiatives within this scope include: • Strategic Partnerships: UPMC partners with hundreds of diverse, nonprofit organizations each year to support and promote wellness within its region. Through strong partnerships with Pittsburgh Black Nurses, Delta Foundation of Pittsburgh, Persad Center, Pittsburgh Branch of The NAACP, American Association of People with Disabilities, Achieva, National Association of Health Service Executives, and Urban League of Greater Pittsburgh, just to name a few, UPMC is deeply committed to building a healthy, diverse community. • Diversity Visibility Strategy: Through this strategy, people with different backgrounds, different thoughts and ideas, and different passions, share one mission – to bring Life Changing Medicine to their neighbors, their friends, and their families in all of the communities served by UPMC. Starting in 2019, UPMC deployed a marketing campaign to celebrate the diversity of its workforce and to showcase inspiring stories of real UPMC employees – one amazing life changer at a time.

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• Pittsburgh Promise: UPMC made a $100 million commitment to help students graduating from Pittsburgh public schools further their education after high school. Developed by the city of Pittsburgh and the city’s school system, the Pittsburgh Promise is designed to give high school graduates the means to pursue postsecondary education, regardless of family income, at an accredited postsecondary institution in Pennsylvania. UPMC realizes that the Pittsburgh Promise is more than an educational initiative; it is also a driver of community and economic development aimed at ensuring that the city becomes stronger and more vibrant.

LIFE CHANGING MEDICINE OF THE FUTURE: THE PROMISE OF DIVERSITY AND INCLUSION AT UPMC UPMC has also begun construction on three new specialty facilities in the Pittsburgh region, to offer next-generation treatments in patient-focused, technology-enhanced settings unique to health care. The all-new UPMC Hillman Cancer Hospital at UPMC Shadyside, UPMC Heart and Transplant Hospital at UPMC Presbyterian, and UPMC Vision and Rehabilitation at UPMC Mercy, will provide the highest level of care to patients, and continue to innovate and collaborate with the world’s top clinicians. The three new facilities will be built in urban areas which will not only bring cutting-edge health care, but also will create additional jobs and economic growth in the region. As UPMC continues to grow and enter markets where it is not as well known, those partner hospitals will need strong leadership and a diverse talent workforce. It will be important to establish a culture early on that reinforces what UPMC already knows – diversity and inclusion are a differentiator for UPMC that allows their system to thrive. That is why UPMC will be intentional in ongoing efforts to increase the capability to deliver culturally competent care to patients and members, recognizing that care needs may differ for individuals from diverse backgrounds. “When people all over the world think of UPMC, I want them to think of diversity excellence,” said Taylor. “Of course, UPMC is known for ‘Life Changing Medicine,’ and national recognition for our diversity and inclusion efforts is a milestone that we honor and value.”

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Blue Cross Blue Shield of Michigan RANK NO. 2: Blue Cross Blue Shield of Michigan CEO: Daniel J. Loepp CDE: Bridget G. Hurd, Senior Director, Diversity & Inclusion www.bcbsm.com

1. WHAT IS YOUR MISSION STATEMENT FOR DIVERSITY AND INCLUSION? For the Blues to be a mosaic built on a foundation of respect, understanding and appreciation. We celebrate diversity and inclusion every day, recognizing and appreciating both differences and similarities.

CEO DANIEL J. LOEPP

CDE BRIDGET G. HURD

2. PLEASE GIVE AN OVERVIEW OF CURRENT D&I EFFORTS (PLEASE INCLUDE ANY METRICS TO SUPPORT IMPACT) BCBSM/BCN (Blue Care Network) promotes both diversity and inclusion. We communicate that diversity is more than just race and gender but includes many dimensions of an individual’s personal experiences and journey. We implemented a comprehensive diversity and inclusion strategy that focuses on recruiting, retaining, and developing a culturally competent workforce, integrating diversity and inclusion in divisions and processes across the company, promoting a culture of inclusion through more than 200 learning sessions on diversity topics, cultures and communities held annually, 10 employee resource networks, and required cultural competency training with 99 percent of our employees having completed the training. We promote that everyone brings diversity to the work place and focus on creating a sense of belonging for each employee.

BCBSM/BCN promotes an inclusive workplace by recognizing the uniqueness of each employee in our workplace. Inclusion is a cornerstone of our culture. We hold ongoing learning sessions to increase awareness and understanding of different cultures, communities, generations and personality styles and types. With more than 6,000 employees in attendance annually, through our learning sessions, employees have the opportunity to hear different perspectives, share experiences and learn from one another. These interactions inspire the curiosity of employees and open the door for us to demonstrate empathy and compassion. Our 10 employee resource networks have nearly 4,000 in membership representing 23 percent of our employee population. The ERNs provide an opportunity for employees to learn about a particular culture or community, brand BCBSM and make connections both inside and outside of the company and increase awareness and cultural competency. In addition, we have diversity champions and diversity employee committees in each of the divisions of the companies with 100 percent engagement of the divisions in various diversity and inclusion activities. We maintain an active Diversity Leadership Council that acts as a sounding board for our strategy, programs and initiatives.

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BCBSM/BCN promotes an inclusive workplace by recognizing the uniqueness of each employee in our workplace. Diversity and inclusion impacts our business in numerous ways. Having a focus on inclusion and creating a sense of belonging goes a long way in our hiring, employee retention and employee training processes. As a result, our talent acquisition team, hiring leaders and employees receive training about diversity and inclusion topics and different cultures or communities. Training has included unconscious bias, disability awareness learning sessions, and cultural competency. We also engage our employee resource networks. For example, members of the Veterans ERN are actively engaged with the talent acquisition team to provide insight and assist with recruiting and retention efforts for employees who are veterans. BCBSM works to ensure diversity throughout our workforce, including a management team where more than 50 percent are female at the level of manager and above. And over 50 percent of our Board is female. We have mentoring programs in place such as a program specifically for new hires that are Military Veterans. We support diversity and inclusion throughout our business operations, including through supplier diversity. In the last five years alone, we spent $1.2 billion through our supplier diversity program, working with many diverse suppliers, including MinorityOwned and Women-Owned Businesses.

3. WHAT OBSTACLES HAVE YOU ENCOUNTERED IN YOUR D&I EFFORTS AND HOW THEY WERE OVERCOME? Not an obstacle, but an opportunity is to continue to be specific about what diversity and inclusion means for our company. We communicate that diversity includes every one and each person’s uniqueness and that diverse thinking and experiences contribute to our ability to be innovative team members and provide the best in customer service for our members. We also emphasize that inclusion is the foundation for respect, appreciation, empathy and compassion.

4. WHAT LESSONS HAVE YOU LEARNED AND WHAT WORDS OF ADVICE CAN YOU GIVE (ESPECIALLY WITH THE CURRENT POLITICAL CLIMATE)?

Focus on inclusion, not just diversity. Create an environment where there is an opportunity to learn about people – all races and ethnicities, communities, generations, learning and personality styles. Change the narrative from a focus on just race and gender to a focus on diversity of experiences, thoughts and perspectives. We learn from people who are different from us. The opportunity is to put the focus on people and recognize and embrace the humanity in each of us.

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“ I love being a bridge between Horizon and the community.” Katiria, Horizon BCBSNJ Agent Our employees are helping to make real differences in peoples’ lives. Their commitment to bettering communities is a reﬂection of Horizon Blue Cross Blue Shield of New Jersey itself. We strive for work/life balance, professional development and diversity. These policies have consistently earned Horizon BCBSNJ national recognition as a top employer in New Jersey.

HorizonBlue.com Horizon Blue Cross Blue Shield of New Jersey is an independent licensee of the Blue Cross and Blue Shield Association. The Blue Cross ® and Blue Shield® names and symbols are registered marks of the Blue Cross and Blue Shield Association. The Horizon® name and symbols are registered marks of Horizon Blue Cross Blue Shield of New Jersey. © 2019 Horizon Blue Cross Blue Shield of New Jersey, Three Penn Plaza East, Newark, New Jersey 07105.

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Novant Health RANK NO. 3: Novant Health CEO: Carl Armato CDE: Tanya Blackmon, Chief Diversity, Inclusion and Equity Officer www.novanthealth.org

1. WHAT IS YOUR MISSION STATEMENT FOR DIVERSITY AND INCLUSION?

CEO CARL ARMATO

Novant Health’s mission is to improve the health of communities, one person at a time. One of our five core values is diversity and inclusion, which has provided the foundation for our work to embed diversity, inclusion and equity throughout the organization. We realize that every person is different and is shaped by their unique life experiences. The vision for diversity and inclusion is for Novant Health’s team members to apply a diversity and inclusion lens in all of their decisions and behaviors.

2. PLEASE GIVE AN OVERVIEW OF CURRENT D&I EFFORTS (PLEASE INCLUDE ANY METRICS TO SUPPORT IMPACT) “Diversity and inclusion must be fully embedded in how we do our work every day,” said Carl S. Armato, president and CEO of Novant Health.

CDE TANYA BLACKMON

Novant Health approaches diversity, inclusion and equity as a culture change strategy. The organization has a comprehensive strategic plan for the work with three overarching goals to become: 1) the Provider of Choice, 2) Employer of Choice, and 3) Leader in Health Equity. PROVIDER OF CHOICE Through our brand tracker, Novant Health has shown significant positive increases in key metric areas of preference and choice across race, ethnicity, gender, age, sexual

orientations, gender identity, and veteran status. Novant Health has shown increases in market share in two of the fastest growing populations across the Novant Health footprint, with an increase of the Latino/ Hispanic and Asian populations by 3.0 percent and 4.0 percent respectively. After learning of the need from the Hispanic/Latino community, our Hispanic/ Latino BRG translated the Novant Health website into Spanish, which increased brand awareness and choice of Hispanic consumers by 12 percent and 10 percent respectively. The Asian BRG engaged community leaders to identify needs of the Asian community. To meet these needs, Novant Health purchased the Lippincott Advisor Cultural Perspectives software, a cultural competency tool for clinicians, and it was implemented across the system. Patient satisfaction scores for the Asian community increased by almost 10 percentage points from 2017 to 2018. In alignment with one of Novant Health’s four service standards, we conducted an LGBTQ community focus group and received feedback on how to “know” our patients. We launched the SOGI (sexual orientation and gender identity) project to collect these demographics in the electronic health record. We are currently piloting the project in a few physician clinics and

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Building an inclusive community

At Novant Health, diversity and inclusion are part of our core values. We recognize that every person is different, each shaped by unique life experiences. That’s why we’re proud to support Diversity MBA National Conference, and we celebrate your work to build a community that welcomes all of us.

NovantHealth.org OUT 50 FRONT © Novant Health, Inc. 2019 8/19 • NH-481367

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are in the process of providing systemwide education in preparation for the full organizational implementation. EMPLOYER OF CHOICE We have been benchmarking six inclusion questions in our annual team member engagement survey since 2016 and have seen year-over-year improvement in scores. One of the questions is a key driver to overall engagement (“I feel like I belong in this organization”); that score has moved us from the 55th national benchmark percentile to the 92nd. We have a system-wide long-term goal to be above the 90th percentile for the question, “This organization values team members from diverse backgrounds.” We moved from the 55th percentile in 2016 to the 94th and exceeded our goal. As a result, diversity and inclusion is a shared driver in impacting recruitment and retention. Since 2016, we have seen progress year over year with hiring people of color in frontline positions as well as leadership roles. Additionally, we have seen a positive impact in decreased turnover by all races and ethnicities ranging from a reduction of at least 3 percent up to 12 percent. Novant Health focuses on upward mobility in the community and within our workforce. We have begun our second year of the Upward Mobility RN Scholarship, providing 20 team members with two years of up-front coverage of tuition and fees for an accredited nursing program leading to licensure as a registered nurse, as well as flexibility to work a reduced schedule without a reduction in current compensation and benefits. LEADER IN HEALTH EQUITY One of our focus areas to achieve health equity is breastfeeding, as we discovered in reviewing patient outcomes that women of color were less likely to breastfeed compared to Caucasian/white mothers. As we analyzed our workforce data, we found opportunities to have team members of color in lactation consultant positions. Novant Health partnered with Johnson C. Smith University, a historically black college and university (HBCU) in Charlotte, to build a pipeline of lactation consultants into our workforce to create a strong connection and trust with patients who “look like them.” Since adding these team members, we have seen an increase in women of color who are breastfeeding, which greatly benefits babies. We launched a system-wide readmissions committee focusing on reducing readmission rates by conditions. We identified a disparity with pneumonia diagnoses among black patents, who have a four percent higher readmission rate than other patient populations. Through

a variety of system changes, Novant Health closed the gap in readmission rates by 50 percent among its black patient population diagnosed with pneumonia in the first year and, in year two, we closed the gap completely. In 2017, Novant Health received the inaugural CMS Health Equity Award for closing the readmission gap in the pneumonia population and now we’re using this approach as a model for ensuring health equity and eliminating health-care disparities in the communities we serve. We have also implemented depression screenings for patients. In 2018, Novant Health screened 1.9 million patients using the PHQ2 questionnaire in primary care and specialty clinics. Through this process, we were able to prevent the suicide death of approximately 900 patients. A total of 80,093 patients were diagnosed with a new Major Depressive Disorder episode and began treatment. Our supply chain has been focusing on upward mobility and spent $100 million with minority- and women-owned business enterprises.

3. WHAT OBSTACLES HAVE YOU ENCOUNTERED IN YOUR D&I EFFORTS AND HOW THEY WERE OVERCOME? Typical to other organizations, some team members initially viewed the diversity & inclusion function as a program only focusing on workforce diversity. Our president and CEO, as well as the executive team, were in alignment that in order to make a sustainable difference, diversity, inclusion and equity needed to be embedded within the organization with the opportunity to influence business strategy. Some examples of how we are working toward that include increasing representation of women on the executive team to 45 percent and finding ways to encourage teams to utilize diverse suppliers by including sourcing managers early in the vetting process and providing educational opportunities, like supplier diversity conferences.

4. WHAT LESSONS HAVE YOU LEARNED AND WHAT WORDS OF ADVICE CAN YOU GIVE (ESPECIALLY WITH THE CURRENT POLITICAL CLIMATE)? We have learned that embedding diversity and inclusion within an organization requires an intentional, long-term focus and accountability. In order to change the culture, you have to put the diversity, inclusion and equity lens on everything you do. We also recommend tracking and segmenting data to showcase progress and problem areas within the organization.

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Colgate-Palmolive RANK NO. 4: Colgate-Palmolive CEO: Noel Wallace CDE: Eugene Kelly, VP Global Diversity and Inclusion www.colgatepalmolive.com/en-us

1. WHAT IS YOUR MISSION STATEMENT FOR DIVERSITY AND INCLUSION? Our mission is to foster an inclusive workplace that mirrors the diversity of the marketplace, and brings out everyone’s unique contributions in order to drive Colgate’s business success.

CEO NOEL WALLACE

The rich diversity of our people, our thinking, our talents and our suppliers is key to our overall success. ColgatePalmolive’s diversity commitment is particularly important because Colgate people work together as a team in over 80 countries around the world. This strong global teamwork is enhanced by a company culture in which everyone is encouraged to value one another’s unique contributions. We’re committed to maintaining an environment that celebrates differences and provides opportunities for personal and professional development, supplier diversity, multicultural marketing and community involvement.

CDE EUGENE KELLY

2. PLEASE GIVE AN OVERVIEW OF CURRENT D&I EFFORTS (PLEASE INCLUDE ANY METRICS TO SUPPORT IMPACT) People Programs Talent Acquisition: At Colgate, we believe that attracting, developing and retaining a diverse workforce is paramount to our success. To support employee success and job satisfaction, we proudly offer global

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career opportunities, as well as with career learning and development. Learning and Development Colgate’s leadership position in the global marketplace is directly linked to the skills and unique contributions of our employees. Practical learning and professional growth are critical to our continued success. We invest generously in the learning and development of Colgate people around the world. Our commitment to skill development includes: • Formal classroom and online study • Sharing best practices globally • Developing practical work applications based on real-world learnings Professional Development Colgate is committed to helping every Colgate person reach his or her maximum potential. We motivate all of our people to take on challenging and exciting work and give them the experience, exposure and support they need to succeed. We practice our approach through: • Career Planning: Colgate People partner with managers to identify skills, behaviors and knowledge needed to achieve specific short-term and long-term goals. • Succession Planning: Colgate relies on global Succession Planning to identify and develop the next two to three generation of Colgate leaders.

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We encourage: • Ongoing, two-way communication so that Colgate people know how they are doing and what they need to do to further develop as professionals. • Ongoing, real-time goal setting • Continuous coaching and feedback to discuss progress, identify areas for improvement and redefine priorities. Global Opportunities In the early 20th Century, Colgate began to expand aggressively and established operations in countries throughout Europe, Latin America, Africa and Asia. Today, many of these Colgate companies are more than 50 years old and are integral to their local economies. Currently, we have operations in about 80 countries. We encourage Colgate people to expand their professional horizons while gaining a greater understanding of the world in which we live. Diversity Leadership Councils Diversity Leadership Councils are a vehicle to more purposefully set and drive specific diversity and inclusion strategies. Each leadership council consists of mid-senior level cross functional management teams appointed by the division/function leaders. The councils operate under established charters, each with a mission and set of operating and decision-making standards. The councils effectively help to drive a culture of diversity and inclusion. Employee Resource Groups Colgate supports and promotes the creation of Employee Resource Groups. Participation in these groups is voluntary. These groups are valued contributors in our efforts to build an inclusive and caring work environment. They also support the company’s initiatives to attract, develop and retain a diverse workforce, foster personal and professional development, and provide networking opportunities for Colgate people. Colgate’s Employee Resource Groups are as follows: • Asian Action Network • Black Leadership Network • Colgate Abilities Network (CAN) • Colgate Jumpstart Network • Colgate LGBT and Allies Network • Colgate Parents Network • Colgate Women’s Network • Hispanic Action Network • Local Employee Networks

3. WHAT OBSTACLES HAVE YOU ENCOUNTERED IN YOUR D&I EFFORTS AND HOW THEY WERE OVERCOME? Colgate’s success depends upon our ability to attract, develop and retain key employees to ensure quality succession of senior management. Colgate’s success depends largely on the quality and performance of our management team and all high-performing/high-potential employees. If we are unable to attract, develop and retain talented, highperforming employees at all levels, our overall business results could be adversely affected. Likewise, if we are unable to ensure the succession of senior management, including our Chief Executive Officer, our business operations may also be adversely affected. In promoting our leadership and diversity initiatives in recruitment and selection, Colgate supports a range of external diverse organizations. Colgate’s outreach efforts also include targeted recruitment and/or professional development. The company supports recruitment and retention of diverse talent by engaging them in ongoing activities to ensure connectivity and support in an inclusive work environment. Colgate provides regular development activities and challenging career advancement opportunities. A critical piece of our talent strategy is to ensure that Colgate’s Global Succession Planning process incorporates an additional component that pays particular attention to the professional development of all diverse employees.

4. WHAT INNOVATIONS HAVE YOU COME UP WITH THAT PROVED TO BE EFFECTIVE? Colgate-Palmolive provides all employees worldwide with a series of training programs focused on building leadership skills. Valuing Colgate People, Managing With Respect. Leading in a Diverse Workplace, DECIDE and Making Better Decisions/Unconscious Bias training are only a few of them. Leading in a Diverse Workplace, DECIDE and Making Better Decisions/Unconscious Bias provides a broad awareness of diversity and skills to work with diverse teams and to serve an increasingly diverse customer base. The Colgate Abilities Network (CAN) has an advisory council whose representatives are senior executives. In 2018, our chief technology officer and other employees shared their stories during the Colgate People Annual Meeting. Closed captioning is also being provided during business meetings. Additionally, we ran a National Disability Employment Awareness Month campaign highlighting the strengths of Colgate people.

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HCSC RANK NO. 5: HCSC CEO: David J. Lesar CDE: Monica Diaz www.hcsc.com

1. WHAT IS YOUR MISSION STATEMENT FOR DIVERSITY AND INCLUSION?

CEO DAVID J. LESAR

HCSC aims to foster a diverse work environment where all employees are valued and enabled to positively contribute to our business objectives and are recognized and rewarded accordingly. Our vision, uniting talent from all lines of difference to benefit all lines of businessSM recognizes the value each employee’s perspective contributes to better solutions and greater outcomes for our members.

2. PLEASE GIVE AN OVERVIEW OF CURRENT D&I EFFORTS (PLEASE INCLUDE ANY METRICS TO SUPPORT IMPACT).

CDE MONICA DIAZ

Our impact can be seen through the following: • We currently have nine active business resource groups (BRG), 45 chapters, with approximately 23 percent of our workforce involved with one or more BRG. From 2017 to 2019, we have achieved a 21 percent increase in BRG membership. Our BRGs are positioned to serve as a useful tool in recruiting diverse talent, raising awareness of different cultures, fostering business relationships with clients and suppliers while further engaging our employees in diversity and inclusion efforts. • We have been recognized externally with awards such as G.I. Jobs: Military Friendly Employers Designation and Bronze Status, and 2019 Best Employers for Women, Diversity MBA 50 Out Front: Best Places for Women and Diverse Managers to Work. HCSC has also been awarded a score of 100 on the Disability: IN Disability Equality Index and HRC’s Corporate Equality Index. Most recently HCSC was recognized by Forbes as a Best Employer for Diversity and a Best Employer for Women. • In 2018 our STEM program has transitioned to STEAM to include the “Arts,” opening up many future opportunities for partnering our current

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For more than two decades, diversity and inclusion (D&I) has been part of the foundation of our organization. We have an infrastructure that supports our business; and have developed programming, goals and actions to establish HCSC’s solid external reputation on D&I. partner programs such as TutorMate, Girl Scouts of Northeast Texas and the Work Study Program with Cristo Rey/Christ the King Schools continue to grow and enhance the lives of Chicagoland youth. The Blue Cross and Blue Shield of Texas Silver Linings Patch Program allows Girls Scouts of Northwest Texas to learn more about health and wellness issues to improve the lives of residents in nursing homes, assisted living facilities and adult day care facilities. We have surpassed 1,000 students who are now part of our STEAM talent community, continuing our growth trend since the fall of 2017. • In 2019, Monica Diaz was hired as the new Chief Diversity & Inclusion Officer. With extensive experience as CDIO, an HR background and expertise in organizational development, talent management, learning, wellness and HRBP work, Monica has the talent to take HCSC’s D&I Strategy to the next level of business alignment and impact.

3. WHAT OBSTACLES HAVE YOU ENCOUNTERED IN YOUR D&I EFFORTS AND HOW THEY WERE OVERCOME? At HCSC, we are continuing in our efforts to develop an employee base and talent pipeline that is reflective of our increasingly diverse member base. We’ve refined

our D&I Talent Strategy to address current gaps while creating holistic human capital plans for the future. We are also addressing skill gaps within our organization by creating a comprehensive learning and development curriculum branded Blue University. Under Blue University, there will be a D&I Faculty responsible for educating on leading-edge practices that will move HCSC to the next level of business impact, as well as a full selection of in-person, virtual and computerbased courses to meet our employees’ diversity and inclusion needs.

4. WHAT LESSONS HAVE YOU LEARNED AND WHAT WORDS OF ADVICE CAN YOU GIVE (ESPECIALLY WITH THE CURRENT POLITICAL CLIMATE)? As HCSC navigates change within our organization and in the health-care market, our commitment to diversity and inclusion is as strong as ever. We continue to make D&I a priority and an integral part of the way we do business by holding our leaders accountable for positive results. We have learned that there will always be internal and external factors that affect our daily operations but as long as we stay true to our purpose, “To Do Everything In Our Power To Stand With Our Members In Sickness And In Health,” we will continue to be successful and a leader in our industry.

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Together, let’s make healthy happen. At Advocate Aurora Health, we believe that when we work together with our patients and our community, we all connect to a healthier place. Through your commitment to making more time for exercise and choosing healthier food options to the clinical breakthroughs and improved access we provide,

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together we’re making healthy happen.

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PNC RANK NO. 6: PNC CEO: Bill Demchak CDE: Marsha Jones www.PNC.com

1) WHAT IS YOUR MISSION STATEMENT FOR DIVERSITY AND INCLUSION? At PNC, Diversity and Inclusion is one of our core values. Our inclusive culture means every employee matters and is empowered to bring their whole self to work. They are encouraged to share their diverse ideas and backgrounds, contributing to our success by delivering an exceptional customer experience. CEO BILL DEMCHAK

2) PLEASE GIVE AN OVERVIEW OF CURRENT D&I EFFORTS. At PNC, Diversity and Inclusion is an integral part of our talent and leadership development strategy. Talent goes handin-hand with Diversity and Inclusion because we believe the highest-performing teams are diverse and the most productive workplaces are inclusive. We also know that to most effectively compete in the market, our company must reflect our increasingly diverse customer base. Every day, we focus on attracting, developing and retaining a diverse workforce that reflects, and is equipped to meet the needs of that customer base.

CDE MARSHA JONES

Recognizing the intrinsic diversity of our 53,000 employees, we are focused on embedding an inclusive corporate culture throughout the organization. We understand the important role our 8,000 managers play in creating this culture, so one of our five Leadership Standards is “Includes Intentionally.” This objective was supported by a clearly articulated rationale and expectation of accountability for each manager; an outline of 25 specific behaviors that demonstrate

the standards; training and resources to support managers’ efforts; and an evaluation and progress discussion during year-end performance reviews. These resources provide guidance in how to bring inclusive behaviors into managers’ day-today interactions. We continue to evolve our strategic focus areas within our workforce, workplace and marketplace with specific initiatives tailored to each of these unique segments of the organization. In each of these areas, an enterprise initiative supports the focus. Our 11 Employee Business Resource Groups (EBRGs) cover the wide range of our diverse populations within our workforce including African American, Asian American, IGen (Intergenerational), Interfaith, Latino, Military, Multicultural, PNC Enable (people with disabilities), PNC Proud (LGBTQ+), PREP (Recognizing Emerging Professionals) and Women Connect. Approximately 30 percent of eligible employees participate in these groups that provide both professional and personal growth experiences. Programs include formal mentoring, professional development, collaborative recruiting and business development efforts. Our 15 Diversity and Inclusion Councils cover all of PNC’s lines of business and exist within each of our major support functions. They help to develop businessresonant initiatives that engage employees within each of their respective areas to feel valued and appreciated. In addition, they integrate and expand Diversity and Inclusion education into workplace action plans. Our marketplace focus enables us to connect with our growing and increasingly diverse

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customer base though business initiatives geared toward understanding the unique financial needs of our customers and the communities where our employees live and work. Through our 35 Regional Diversity & Inclusion Councils, we identify and strengthen business relationships and support corporate revenue development priorities, as well as expand our relationships with diverse suppliers.

3) WHAT OBSTACLES HAVE YOU ENCOUNTERED IN YOUR D&I EFFORTS AND HOW HAVE THEY BEEN OVERCOME? PNC is headquartered in Pittsburgh, and approximately 25 percent of our employees reside in Southwestern Pennsylvania. Among the top 100 metro regions in the United States, the Pittsburgh region is reported by the Brookings Institution to be one of the least racially and ethnically diverse. In fact, less than 15 percent of the region’s population identify as people of color. When benchmarked against 35 similarly sized cities, Pittsburgh also has the largest aging population. Recognizing this challenge impacts not just PNC, but our community as well, we were one of the founding members of Vibrant Pittsburgh, an organization that seeks to attract, retain and elevate diverse talent across our region. Since its inception and because of the work of Vibrant Pittsburgh, we have seen a 27 percent increase of residents in the Pittsburgh Metropolitan Statistical Area (as defined by the U.S. Census Bureau) identifying as people of color between 2010 and 2018. Recognizing that African Americans are disproportionately underrepresented in senior roles in Pittsburgh-area corporations and nonprofits, PNC became a founding sponsor of The Advanced Leadership Institute (TALI). TALI has created a signature program in partnership with Carnegie Mellon University that is designed to prepare African-American executives for senior roles within their respective organizations. Bill Demchak is a member of the CEO Council that advises the Institute.

At the conclusion of the senior-year program, participants are invited to apply for positions with employers within the coalition. This year, PNC extended 30 employment offers of which 29 students accepted to start their careers with our company during summer 2019. Eighty-seven percent of the hires are women or people of color. Our managers are provided with data and insights regarding their individual performance related to our Leadership Standards, including their individual contribution to our Includes Intentionally diversity objective. Once these managers have completed their self-assessment, the information is provided to their supervisor, who is asked to consider the qualitative and quantitative information they received, in order to determine an appropriate rating against the Leadership Standards goal. This goal, along with other enterprise and business-specific goal ratings, are used by the supervisor to formulate an overall performance rating for the manager. In our first two years since establishing our Leadership Standards, we focused on the top 10 percent of managers, to build capability and awareness of their impact on overall performance ratings and compensation. In 2019, we have expanded this process to all 8,000 managers, including the addition of multi-rater feedback on 10 key behaviors associated with the Leadership Standards. We provide all senior leaders with detailed information about representation for women and people of color in their organizations through our Talent and Diversity Trends Tool. The tool allows PNC managers to monitor employee hiring, termination and promotion activity across diverse talent segments. This data, updated monthly, helps hold managers accountable for understanding the trends that impact their ability to meet their Leadership Standards goal.

4. WHAT LESSONS HAVE YOU LEARNED?

PNC created PartnerUp in 2017, a coalition of companies, public schools and community partners that connects businesses and schools in an effort to build career pathways between high school graduation and entry-level positions.

At PNC, we believe it is important to always embrace and live up to our corporate values. They aren’t just something we talk about; they define how we operate and engage with our customers and the communities where we do business. They are foundational to our culture, help us stay focused on our priorities to do right by the people we serve, and create long-term value for all of our constituencies. Diversity and Inclusion is a core value.

On behalf of the coalition, PNC created and delivers an in-school career-readiness curriculum to high school juniors and seniors. In 2018-2019, this initiative reached 230 career-bound seniors as well as 2,100 college- or careerbound juniors across 10 public schools, most of which are in economically disadvantaged communities.

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Bank of America RANK NO. 7: Bank of America CEO: Brian Moynihan CDI OFFICER: Cynthia Bowman www.bankofamerica.com

1. WHAT IS YOUR MISSION STATEMENT FOR DIVERSITY AND INCLUSION?

CEO BRIAN MOYNIHAN

Our diversity makes us stronger and is essential to our ability to serve our clients, fulfill our purpose and drive responsible growth. We recognize the potential of every employee by actively encouraging a diverse and inclusive workplace — in thought, style, sexual orientation, gender identity, race, ethnicity, disability, culture and experience. Our commitment to creating a diverse and inclusive environment starts at the top with our CEO Brian Moynihan, who chairs our Global Diversity & Inclusion Council.

2. PLEASE GIVE AN OVERVIEW OF CURRENT D&I EFFORTS (PLEASE INCLUDE ANY METRICS TO SUPPORT IMPACT)

CDE CYNTHIA BOWMAN

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Around the world, we hold leaders accountable for building diverse teams and fostering an inclusive environment where employees are valued for who they are and what they offer. As part of our ongoing commitment to being a great place to work, we encourage teammates to have courageous conversations as a way to promote inclusion, understanding and

positive action by creating awareness of different experiences and perspectives. The topics of these conversations explore our differences in background, experience or viewpoints. We also organize courageous conversations in response to events that challenge our communities on issues related to diversity and inclusion, social justice, and race and equality. To date, more than 60,000 of our employees have participated in courageous conversations, including members of our Board of Directors, global senior leaders and local market presidents. We also invest in our employees and inclusive workplace through a variety of development and learning programs that help drive a culture of mutual respect and promote teamwork and positive engagement at every level of our company. With 11 internal Employee Networks, comprised of more than 150,000 memberships, we provide teammates with numerous opportunities to connect with each other, develop leadership skills, build strong ties with local communities and bring lasting value to our business strategy.

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We aim to have and support a culture that recognizes every voice matters, that understands we are stronger together because of our differences, and that realizes we and our communities can achieve better results when every member of the team is recognized for who they are and has an equal opportunity to contribute. 3. WHAT OBSTACLES HAVE YOU ENCOUNTERED IN YOUR D&I EFFORTS AND HOW THEY WERE OVERCOME? A critical component of how we drive responsible growth is making Bank of America a great place to work. We deliver on this commitment by recognizing and rewarding performance, ensuring an inclusive workplace for our employees around the world, creating opportunities for our employees to develop and grow, and supporting employees’ physical, emotional and financial wellness.

4. WHAT INNOVATIONS HAVE YOU COME UP WITH THAT PROVED TO BE EFFECTIVE? At Bank of America, our long-standing commitment to diversity and inclusion includes supporting people with

disabilities. From employing individuals affected by disabilities to engaging employees through advocacy and volunteerism and ensuring our products and services are accessible, we strive to constantly empower every person affected by a disability. One example of how we do this is through our Support Services team. This in-house marketing and fulfillment operation comprises approximately 300 employees with intellectual or developmental disabilities, who support our eight lines of business. The group operates out of Wilmington, Delaware; Belfast, Maine; Dallas, Texas; and Boston, Massachusetts. Support Services gives individuals facing barriers to employment the opportunity to achieve financial stability and become successful members of their communities.

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VF CORPORATION IS PROUD TO RANK NO. 19 ON THE DIVERSITY MBA TOP 50 OUT FRONT:

BEST PLACES TO WORK FOR WOMEN & DIVERSE MANAGERS LIST FOR THE SECOND YEAR IN A ROW

Better Together

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Atrium Health RANK NO. 8: Atrium Health CEO: Eugene A. Woods, President and Chief Executive Officer CDE: Dr. Kinneil Coltman www.atriumhealth.org

1. WHAT IS YOUR MISSION STATEMENT FOR DIVERSITY AND INCLUSION? At Atrium Health, we recognize that the vast majority of what impacts patients’ health are factors that exist outside our walls. Thus, we are working to address issues such as food insecurity, childhood education, economic mobility and more.

CEO EUGENE A. WOODS

Below is a snapshot of the fine-tuning we have done to improve social determinants of health, across each area of our Diversity Agenda. For all patients, teammates and community: • Patients Come First Effectively provide care that responds to the unique needs of every patient. • Teammates are the Key Promote diversity, engage teammates and help them grow, together. • Every Community Matters Develop lasting partnerships that support diverse and at-risk communities.

DR. KINNEIL COLTMAN

2. PLEASE GIVE AN OVERVIEW OF CURRENT D&I EFFORTS (PLEASE INCLUDE ANY METRICS TO SUPPORT IMPACT). At Atrium Health, we recognize that the vast majority of what impacts patients’ health are factors that exist outside our walls. Thus, we are working to address issues such as food insecurity, childhood education, economic mobility and more.

Below is a snapshot of the fine-tuning we have done to improve social determinants of health, across each area of our Diversity Agenda. Patients • We celebrated the opening of a multidisciplinary program for genderdiverse youth and their families, in April 2019 – the Levine Children’s Center for Gender Health. • We are enhancing our Language Services program, to better ensure language access for all. • We have transformed how we collect patients’ demographic data including: race, ethnicity, language preference, sexual orientation and gender Identity. • We utilize the “Demographic Data Wall” - an analytics platform we developed with the ability to identify disparities by race, gender & location. Teammates • We strive to create space that allows our teammates to proudly bring their whole selves to work. • We support almost 20 total System Resource Groups (SRGs) and diversity councils – aka our Diversity Infrastructure. • We hold engagement activities including a teammate talent show, our annual Atrium Health LGBTQ Pride Celebration and a system-wide family fun day at the local amusement park. • We continue to increase the cultural competency of our teammates through

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WE’RE ALL DIFFERENT . WE’RE ALL THE SAME. When we need healing, we all want the same thing: expert care, tailored to our unique situation. Because when it comes to healthcare, everyone deserves the best.

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our portfolio of educational offerings. • Our annual Diversity Symposium, our Courageous Conversations series and the award-winning Diversity Certificate Program are just a few of our signature programs. • We offer many opportunities for career expansion including, executive leadership development programs for women and men of color, various mentoring programs for teammates, and behind the scenes strategies supporting the advancement of leaders of color. • We monitor the race, ethnic and gender demographics of our governance, leadership and physicians. • We are planning to increase the attraction and employment of people with disabilities. Community • We are intentional about engaging in partnerships that positively impact and uplift traditionally marginalized communities. • We are co-founders of the ONE Charlotte Health Alliance, a collaborative initiative between Atrium Health, Novant Health and the Mecklenburg Department of Health, to improve health and well-being in underserved communities. • We have re-committed to Supplier Diversity and are overhauling our current program and processes. • We are working to consolidate and expand three existing high school health career pipeline programs. • We are expanding our annual Diversity Symposium to external audiences in 2020.

3. WHAT OBSTACLES HAVE YOU ENCOUNTERED IN YOUR D&I EFFORTS AND HOW THEY WERE OVERCOME?

Diversity in Leadership We are actively working to diversify leadership and increase the number of people of color and women in upper leadership roles. While this is a “work still in progress,” we are intentional to monitor the demographics of our organization, to solicit advocates and to take advantage of every opportunity. LGBTQ+ Patient & Teammate Experiences Interactions with teammates, patients and the local community, shed light on an overall perception of Atrium Health as a generally non-affirming brand. In response, with the support of our infrastructure groups, we took advantage of every opportunity to provide LGBTQ+ education, resources and support to Atrium Health

leaders, teammates and clinicians. Additionally, we implemented an annual LGBTQ+ Pride Celebration, updated and developed patient policies and teammate guidelines to ensure inclusivity of sexual orientation and gender identity, and identified strategies for ensuring a more wholistic LGBTQ health care approach. As a result, Atrium Health has transformed the experience for LGBTQ+ patients and teammates in our community. We now boast an official, rainbow version of our logo and a newly opened children’s center for gender health. Health Equity Our journey to transform how we collect patient demographic data included many barriers. Among the most challenging, was finding a way to ensure intake staff do not make snap judgements based on appearance, but instead ask each patient which race and ethnicity they most closely identify with. The cross-functional planning and implementation team overcame this barrier by creating strong education and job aid materials. Including an interactive online module that describing the changes in detail and how to respond to various situations. In addition, patient education materials were created and distributed to facilities across the organization. This helped to ensure both teammates and patients understand the need for accurate data collection.

4. WHAT LESSONS HAVE YOU LEARNED AND WHAT WORDS OF ADVICE CAN YOU GIVE (ESPECIALLY WITH THE CURRENT POLITICAL CLIMATE)? The landscape of health care is evolving in our nation, making the need to ensure health equity more urgent than ever. Health care providers bear a tremendous responsibility to deliver compassionate, culturally competent and personalized care; and to uplift at-risk individuals and communities. In today’s current political climate where it is easy to get distracted by a turbulent tweet, Atrium Health is conscious to remain focused. Our mission: to improve health, elevate hope and advance healing – for all – reflects our commitment to meeting the unique needs of every patient, teammate and community we impact.

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A.T. Kearney

RANK NO. 9: A.T. Kearney CEO: Alex Liu CDE: Beth Sehgal, Global Director, Diversity & Inclusion www.bcbsm.com

1. WHAT IS YOUR MISSION STATEMENT FOR DIVERSITY AND INCLUSION? Diversity & Inclusion is a core value for A.T. Kearney, and allows us to make a significant impact on our clients, our people and the communities in which we work and live.

CEO ALEX LIU

CDE BETH SEHGAL

2. PLEASE GIVE AN OVERVIEW OF CURRENT D&I EFFORTS (PLEASE INCLUDE ANY METRICS TO SUPPORT IMPACT) We believe that consulting firms, as most professional services firms, compete more on culture than on services. Throughout A.T. Kearney’s 90-year history, we have continually nurtured a diverse and inclusive culture—carrying forth the principles that our namesake founder, Tom Kearney, instilled. When Alex Liu became CEO in 2018, he launched DIAL - Diversity, Inclusion, Apprenticeship and Leadership – a culture change program. DIAL provides real actions that our people can take every day to contribute to and enhance our diverse and inclusive culture. “Ninety years ago, our founder, Tom Kearney said it best and very well—’The

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true strength of our firm, as in any organization, lies in the fact that we are all different,’ ” Alex said. “The integrity in those simple words make us insist on a fully diverse and inclusive work environment, so we can be at our best in all respects.” Alex’s focus, commitment and support have allowed us to continue to deliver and enhance our diversity and inclusion programs, and to launch new, innovative policies and initiatives globally. 1. People Advocating Real Change (PARC), a global change initiative that engages the dominant group to drive inclusion and champion diversity. It provides a platform to discuss inequality in the workforce, unconscious bias, and power and privilege to foster an inclusive workplace. Participants discuss scenarios that prompt candid conversations on their role in gender and diversity in the workplace in a nonjudgmental space. We see this as a “change journey” vs. a one-time training; with multiple dialogues that occur on a regular basis. We are seeing an impact from this program in our recent employee survey, where we saw positive results around this topic.

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2. Success with Flex. This is one of our most popular initiatives, which we have continued to expand across the firm. This suite of programs helps our people balance their work-life responsibilities—and passions— at all stages of their careers. New work arrangements can take many forms, including working less than the standard number of hours a day, fewer than five days a week, or a combination of both. We also offer other alternatives to a traditional career paths, including: job sharing, hybrid roles that combine jobs, temporary secondment to another organization, or a new position or career path. Firmwide, over 200 men and women are participating in flexible work arrangements.

3. WHAT OBSTACLES HAVE YOU ENCOUNTERED IN YOUR D&I EFFORTS AND HOW THEY WERE OVERCOME?

3. Global Sponsorship Program. This program is designed to propel career advancement for women and underrepresented talent. The goals are to increase the retention and advancement of underrepresented talent, enhance engagement, and expand leadership awareness of existing and emerging top talent. Each year, well over 100 people participate in the Global Sponsorship Program.

4. WHAT INNOVATIONS HAVE YOU COME UP WITH THAT PROVED TO BE EFFECTIVE?

4. Work Smart. Several years ago, we launched “Work Smart,” which embeds the process of having ongoing, regular conversations with team members about their individual work needs throughout a project. It focuses on three areas: when we work, where we work, and how we work. Together, teams set expectations for working hours, including weekdays, weekends, and travel schedules. They also discuss dedicated personal time for each team member and time spent working with a client both onsite and remotely. In the first year, the program reached 10 projects with nearly 100 consultants participating. As of 2019, we have 42 percent of projects participating, and leadership just recently decided to make having a Work Smart charter mandatory in the U.S.

There are two components of this initiative. The first is a Leadership program for our senior executives. It involves a 1.5 day, in-person Leaders Workshop. This drives awareness on the dominant vs. nondominant groups’ experiences in the workplace, the impact of power and privilege, and deepens understanding of unconscious bias and inequality. Leaders then have an opportunity to become PARC Ambassadors, which is the second component of this initiative.

5. Pathway for Parents. This is a program designed for primary caregivers returning to work. Primary caregivers are offered a six-month transition in a family-friendly role, with limited travel – and the opportunity to work part-time during the six month “on ramp” period. Additionally, primary caregivers are offered an extended parental leave – which is partially paid – for up to 12 months following the birth or adoption of a child.

While several diversity and inclusion challenges are shared across the globe, each country has a unique mix of culture, perspectives, diversity attributes, and opportunities. As such, our approaches and solutions must be customized and adapted in each region and country to ensure resonance and to maximize impact. Finding the optimal balance of global, regional, and country support, coordination and customization can be challenging, and is something we continue to work on in all of our policies, programs and initiatives.

Our PARC (People Advocating Real Change) change initiative is co-led by our senior leadership and Diversity & Inclusion Team to engage our dominant group (straight, white men in the U.S.) in co-creating a culture of inclusion at the firm.

Once they become an ambassador, they begin to engage a broader group of employees (in their offices, on project teams, etc.) in discussions on how to drive a more inclusive culture. Topics include understanding the barriers women and underrepresented groups face, learning about microaggressions, etc. Importantly, the discussions lead to identifying interventions. These discussions are held regularly and in a variety of settings (on teams, in offices, during ongoing meetings) and are embedded into our normal course of business. We have held sessions in the Americas, Europe and APAC thus far and have heard positive feedback from over 250 consultants. And we are getting increased ‘pull’ from senior leaders globally to host the PARC program in their country. This is a multiyear initiative and momentum is growing.

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L’Oreal RANK NO. 10: L’Oreal CEO: Jean-Paul Agon CDE: Angela Guy www.loreal.com

1. WHAT IS YOUR MISSION STATEMENT FOR DIVERSITY AND INCLUSION?

CEO JEAN-PAUL AGON

The Corporate Mission for L’Oreal is to inspire Beauty for All, where the diversity of our global marketplace and workforce affords us the opportunity to establish inclusive practices to address their needs. L’Oréal creates products for people from all walks of life around the globe. To ensure that our products meet the needs of every form of beauty in every culture, our team members must be as diverse and inclusive as the world itself. To achieve that goal, we foster workplaces where all people of every ethnicity, social background, religion, gender, age or disability feel welcomed and valued. An atmosphere in which everyone can thrive and grow means our business will thrive and grow throughout the world. In all their diversity, within our company and in local communities on every continent, people matter at L’Oréal.

CDE ANGELA GUY

2. PLEASE GIVE AN OVERVIEW OF CURRENT D&I EFFORTS (PLEASE INCLUDE ANY METRICS TO SUPPORT IMPACT) L’Oréal USA’s D&I efforts are focused on driving inclusion in a number of key areas related to gender, the LGBTQ community, individuals of varying socioethnic and multicultural origins, disability and leadership in the workplace and marketplace. With regard to gender, our company has a strong commitment to equity at all levels, including representation and pay. We have

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processes in place to ensure that we drive equity throughout the organization in a sustainable way. As a result of our efforts, L’Oréal USA has narrowed our wage gap to 3.8 percent – well below the national average – and is continuing the work to close it even further. We have maintained a growing pipeline of diverse women at the director level and above so that we are at, or exceed, parity for women in those roles. Additionally, our Executive Committee has reached and maintained gender parity. The work we are doing to drive gender equity has resulted in L’Oréal USA being named a Top 10 company for Executive Women by NAFE (National Association for Female Executives), a top company in gender equality by Equileap, and a top scorer in the Bloomberg Gender Equality Index. L’Oréal USA has also driven strong employee engagement and community involvement via our commitment to our LGBTQ employees and consumers. Out@L’Oréal, the company’s first LGBTQ Think Tank (Employee Resource Groups), led a voluntary disclosure campaign resulting in 1.5 percent of our employee population disclosing as LGBTQ in less than a year. Additionally, the company’s ongoing support of the LGBTQ community resulted in more than 800 employees, families and friends representing L’Oréal at the 2019 World Pride March. Finally, through our continuous work in this area, L’Oréal received a 100 percent score in the Human Rights Campaign’s Corporate Equality Campaign Index for the second consecutive year.

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Our work to increase engagement and support employees and consumers of varying socio-ethnic and multicultural origins has effectively contributed to a more inclusive culture at L’Oréal. As a result of our efforts, people of color now comprise 40 percent of our workforce, exceeding the marketplace. This year, L’Oréal USA was awarded a Top 10 placement for Working Mother Media’s “Best Place to Work for Multicultural Women.” Through the work of the Women of Color Think Tank and Men of Color roundtable, L’Oreal continues to advance initiatives to increase engagement for a more inclusive culture. We also continue our work in the disability community by ensuring that individuals with disabilities feel welcomed, included and accommodated at L’Oréal. Awareness campaigns such as our “Breaking the Silence” disclosure campaign has provided education and dispelled stigmas associated with disability resulting in the voluntary disclosure of 2.6 percent of our employee population – a 50 percent increase over last year. In addition, L’Oréal USA was named a “Best Place to Work for Disability Inclusion” for being a top scorer in the Disability Equality Index (DEI) and has been recognized as a “Leading Disability Employer” by the National Organization on Disability. Finally, L’Oréal USA aims to take a leadership role in ensuring that our suppliers’ workforce and culture is in line with L’Oréal’s values through our global “Sharing Beauty with All” initiative. A key component in “Sharing Beauty with All” focuses on developing sustainably, ensuring access to employment for individuals in underrepresented groups. To that end, we have several strategic partnerships to help advance inclusion in the workplace and community. These programs have resulted in indirect employment for 65 individuals with disabilities through ongoing partnerships with disability organizations. “We have seen that diversity at work fosters not only deeper creativity but also higher performance throughout the company,” said Frédéric Rozé, President & CEO, L’Oréal USA. “At L’Oréal, we are committed to cultivating environments where individuals feel valued and encouraged to leverage their unique perspectives to make our company—and communities—more dynamic.”

3. WHAT OBSTACLES HAVE YOU ENCOUNTERED IN YOUR D&I EFFORTS AND HOW THEY WERE OVERCOME? L’Oréal USA has overcome several challenges in our D&I efforts to drive inclusion across all dimensions of diversity.

For example, our disability self-identification metrics were very low when we initially established our DiversABILITY Think Tank in 2013. Through education, storytelling and awareness campaigns such as our “Breaking the Silence” disclosure campaign, our disclosure numbers have increased from .04 percent to 2.6 percent. Additionally, through our work as an EDGE- (Economic Dividends for Gender Equality) certified company, we have seen an opportunity to narrow our wage gap. In 2013, our pay equity gap was at 10 percent and through the work of our EDGE certification, multiple regression analyses and the commitment of our Executive Committee, we have lowered the gap to 3.8 percent and are currently working to narrow it further while developing processes to ensure sustainable equity. Sharing our D&I messages and conducting training for all L’Oréal USA employees across the country is a challenge for two reasons. First, we are located in 14 states nationwide, with employees in a variety of roles within our manufacturing and distribution centers as well as retail, supply chain and corporate. Secondly, L’Oréal USA is based on an acquisition model, so we are constantly integrating new employee populations into our company and, therefore, training and embedding the D&I message on an ongoing basis. Partnerships with Communications, HR and other key functions have enabled us to share our messages more broadly and to provide regular trainings and reinforce our learnings on an ongoing basis throughout the year.

4. WHAT INNOVATIONS HAVE YOU COME UP WITH THAT PROVED TO BE EFFECTIVE? Our Think Tanks (Employee Resource Groups) have been instrumental in advancing inclusion within L’Oréal USA and enabling employees to be able to bring their authentic selves to work. Think Tanks have served as the voice of the consumer and the employee through focus groups for marketing and advertising as well as leading the charge in changes for more inclusive and enhanced employee benefits. Think Tank members have also given back to the community through various volunteer efforts related to their dimension of diversity. We have D&I Think Tanks at L’Oréal USA related to identity, gender, race, sexual orientation, life stages, and affinities. In 2019, we rolled out a Think Tank focused on natural temperament (introversion) — it is the first of its kind at L’Oréal and, we believe, at most companies.

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The Clorox Company RANK NO. 11: The Clorox Company CEO: Benno O. Dorer CDE: Germaine Hunter www.thecloroxcompany.com For the Clorox Company, inclusive thinking and diverse, everyday leadership means creating a culture where every Clorox employee feels a sense of belonging and building a workplace where every person feels respected and valued for his or her unique world view, experiences and thought processes. Clorox’s employee resource groups and business resource groups are designed to help drive inclusion and diversity with more than 2,000 members and allies that aim to foster greater understanding of different CEO BENNO O. perspectives and backgrounds. ERGs and BRGs also help drive the business by serving as vital internal focus groups, inspiring DORER product innovations, accelerating product placement plans and deepening our understanding of the multicultural consumer. Clorox has the following ERGs and BRGs: SHOW (women ERG) ABLE (African-Americans ERG) VetNet (veterans ERG) Asian ERG NextGen (millennials BRG) Multicultural ERG ORBIT (virtual workforce BRG) HOLA (Latinos ERG) CDE GERMAINE Pride (LGBTQ ERG) HUNTER

Horizon Blue Cross Blue Shield, NJ RANK NO. 12: Horizon Blue Cross Blue Shield, NJ CEO: Kevin Conlin CDE: Alison Banks-Moore www.bcbs.com “Diversity transcends far beyond race and gender. Diversity represents the many perspectives and experiences awe each possess that enhance the level of contribution we all can make here at Horizon BCBSNJ.” -- Alison Banks-Moore, chief diversity officer, BCBSNJ. At Horizon Blue, diversity is defining, and the diversity of its employees represents the richness of the organization’s culture. Horizon takes pride in its commitment to D&I among its employees, members, physicians and business partners. Employees reflect the diverse communities served. They bring a wide array of talents, experiences and perspectives to Horizon and help it to sharpen its focus and find innovative new ways to improve care quality. Numerous recognitions and awards reflect Horizon’s success at including D&I throughout the organization: To name a few, Horizon was named: National Organization on disability (NOD) Leading Disability Employer Seal for the second consecutive year, this past October; Military Friendly Employer by “G.I. Jobs” magazine, for the sixth consecutive year; Top Ten Regional Company for Diversity, by “DiversityInc” magazine, ranking No. 5 for 2018; and among Working Mother’s Best Companies for the ninth consecutive year.

CEO KEVIN CONLIN

CDE ALISON BANKS-MOORE

Advocate Aurora Health RANK NO. 13: Advocate Aurora Health CEOs: Jim Skogsbergh, Dr. Nick Turkal CDE: Erickajoy Daniels www.advocateaurorahealth.com “Each year, our Diversity & Inclusion Impact Report offers an inside look into how an unwavering commitment to these principles has positively impacted our health system and the patients and communities we serve. When I reflect upon the strides we have made, I am amazed at all the hard work that has gone into CEO JIM CEO DR. NICK upholding diversity and inclusion as a true business imperative for our organization.” --Erickajoy Daniels, SKOGSBERGH TURKAL senior vice president, chief diversity and inclusion officer, Advocate Aurora Health At Advocate Aurora Health, diversity and inclusion is more than just an organizational strategy; it drives meaningful change and can mean the world of difference in the lives of others. Each time clinicians speak to patients in their preferred language, supervisors recognize religious holidays celebrated by members of their team, or organizational leaders extend a hand to collaborate with new community partners, the health system leaves a lasting impact built on connection and understanding. CDE ERICKAJOY DANIELS

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DIAGEO RANK NO. 14: DIAGEO CEO: Ivan Menezes CHRO: Mairéad Nayager www.Diageo.com

CEO IVAN MENEZES

“Diversity is a critical imperative to grow our business. At Diageo we know we cannot succeed without the skills, talents and capabilities of our people. Simply put, our people are the main ingredient for our success.” --Ivan Menezes, CEO, Diageo PLC At Diageo, each business resource group (BRG), as part of its strategy, must have tactical plans that link to its community internally and externally. Diageo’s BRGs include groups geared towards women, Asian heritage, African heritage and those in the LGBTQ community. Collaborative BRG community events allow members to expand their cultural appreciation, pool resources and budgets, and create opportunity for scale on projects. For example, multiple BRG’s partnered with the company’s Green IQ Network (focused on sustainability) to plant trees in locations globally. At Diageo, success if measured through key performance indications regarding each group’s social impact, which can include but is not limited to participation (ethnic, gender), increased membership, volunteer hours, donations, and employee survey scores.

CDE MAIRÉAD NAYAGER

Blue Cross, Blue Shield, MA RANK NO. 15: Blue Cross, Blue Shield, MA CEO: Andrew Dreyfus CDE: Stephanie Browne www.home.bluecrossma.com “I’m reminded now, more than ever, we need to stand together to uphold our shared values of freedom and equality that have made our nation great. At our company, we believe that embracing the diversity of people, thought and ideas makes us stronger.” --Andrew Dreyfus, CEO, BCBSMA At BCBSMA, we have a commitment to understanding diversity in the healthcare community and beyond, and we organize CEO ANDREW our efforts around the Four Cs that acts as a framework to guide or strategy: Career, Commerce, Community, and Culture. DREYFUS We launched the Career Enhancement program to help associates grab hold of their career development by using the program’s framework to think strategically about their goals. Career development is a responsibility we share with our associates. We provide resources and information, leaders manage and mentor, and associates power their careers based on their unique preferences and goals. Our efforts to impact commerce are reflected through our work such as a recent initiative to help better serve the Medicare population. Products are created thought a diversity lens and ensure our marketing efforts reflect the multiculturalism of our consumer from abroad. In the community, BCBSMA partners with Corporate Citizenship team which CDE STEPHANIE supports programs that target some of our most vulnerable populations and communities. BROWNE

Federal Reserve Bank Cleveland RANK NO. 16: Federal Reserve Bank Cleveland CEO: Loretta J Mester CDE: Diana Starks www.clevelandfed.com Diversity and inclusion (D&I) are strategic business imperatives for the bank, and leadership continues to build on and sustain efforts towards an increasingly inclusive environment, one that welcomes everyone’s input and participation, supports employees’ achieving their full potential, and retains and enhances public confidence and trust in the Bank and the Federal CEO LORETTA J Reserve System. The bank seeks to attract and retain a talented workforce and encourage a working environment that fosters innovation MESTER through employee participation and diversity of thought, experience and ideology. Through the Resource Network Group (RNG) program, employees are able empower themselves personally and professionally. Also, community outreach remains paramount to our D&I efforts – again as evidenced by our CEO’s activities – including her championing of partnerships with historically black colleges and universities (HBCUs), particularly those in Ohio. CDE DIANA STARKS

www.diversitymbamagazine.com

Intel RANK NO. 17: Intel CEO: Robert H Swan CDE: Scott Beth www.intel.com Diversity and inclusion are key to Intel’s transformation and driving forces for continued innovation and growth. We believe that diverse and inclusive teams with diverse perspectives are more creative and innovative. Intel is evolving, and diversity and inclusion are among the most important forces driving that evolution and reinvention. Our commitment to diversity comes from our conviction that reaching a critical mass of women and underrepresented minorities in our workforce brings ample CEO ROBERT H benefits. These go far beyond the business benefits to Intel—which are many—to include the entire tech industry and our wider SWAN communities beyond. In January of 2015, Intel set a bold goal to reach full representation of women and underrepresented minorities in our U.S. workforce by 2020. The company committed $300 million to support this goal and its broader goal of improving diversity and inclusion in the entire technology industry. We took an innovative approach towards to implementing this plan via an approach that leveraged the synergy among hiring, progression and retention. As a result of these efforts, Intel reached full representation in our U.S. workforce two years ahead of schedule. CDE SCOTT BETH

Leo Burnett RANK NO. 18: Leo Burnett CEO: Andrew Swinand CDE: Billie Smith www.leoburnett.com “I’m fortunate enough to work in an environment where I’m able to bring my authentic self to work every day without fear of discrimination, harassment or injustice so I’m able to focus on the passion I have for my work. That may sound like second nature to some, but sadly too many people face a much harsher reality every day in the workplace. Everyone from peers to senior management to executive leaders has shown incredible support and endorsement for our programs, initiatives and events as well as critical advocacy CEO ANDREW for the bigger causes near and dear to the LGBT community. It’s honestly an environment you always dream of working in where your SWINAND passions and individuality are not only respected but celebrated.” --Scott Bartosiewicz, account supervisor, Leo Burnett At Leo Burnett Worldwide, Inc., because of the business we are in is one of creativity and ideas, we don’t think diversity, inclusion and equality in the workplace is a nice thing to do; we think it’s a business imperative. Leo’s People and Culture Department, as well as its employee resource group, ParentKind, which was founded in 2013, are dedicated to helping parents thrive, both at work at home. Leo Burnett offers additional benefits and resources to parents and families such as: parental leave, adoption assistance, individual benefits meetings and Phase Back, which allows parents a flexible transition back to the workplace following the birth of child. Leo Burnett continues to be a champion of women in the workplace by providing female employees with opportunities for executive CDE BILLIE coaching, mentorship and career advancement, specifically through a resource called the Women’s Leadership Network. SMITH

VF Corporation RANK NO. 19: VF Corporation CEO: Steven Rendle CDE: Reginald Miller www.vfc.com

CEO STEVEN RENDLE

At VF, inclusion and diversity is at the core of who we are as a global company as we strive to build a work environment where associates can be their unique selves and drive change. Our commitment to becoming an inclusion and diversity leader, an employer of choice and a prominent voice around the issues impacting our people and communities is embedded within our global business strategy. We continue to advance these efforts through our partnerships with leading organizations such as Paradigm for Parity and CEO Action for Diversity and Inclusion while our leadership team takes actions and serves as an example of what we expect throughout VF. And, to ensure our associates are empowered to help define our culture, they have active roles in our Employee Resource Groups. We’re excited about the many achievements we continue to make toward inclusion and diversity and look forward to our ongoing commitment to build a diverse talent pipeline representative of the communities in which we live and work.

CDE REGINALD MILLER

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Southern Company RANK NO. 20: Southern Company CEO: Thomas A. Fanning CDE: Sloane N. Drake www.southerncompany.com “Southern Company is committed to creating a workplace environment where employees from different backgrounds and “Diversity transcends far beyond race and gender. Diversitycommitment represents the many perspectives andisexperiences possess perspectives can realize their full potential. Our long-standing to diversity and inclusion embedded inwe oureach culture, and that enhance the level of contribution all can makeand here at Horizon BCBSNJ.” – Alison Banks-Moore, Chief Diversity allows us to better anticipate change, seewe around corners achieve success as we lead the effort of building the future of energy.” Officer, BCBSNJCEO, Southern Company --Tom Fanning, CEO THOMAS A. At diversity defining and the of its employees represents the richness of the organization’s culture. At Horizon SouthernBlue, Company, ouris diversity strategy is diversity to: FANNING Horizon pride in its in commitment D&I among its employees, members, and business partners. Employees • Createtakes an environment which everyto employee can contribute and reach his orphysicians her full potential. reflect the diverse communities served. bring a wideincluding array of talents, and perspectives to Horizon and helpto it • Develop and sustain relationships withThey diverse suppliers, womenexperiences and minority-owned businesses, to broaden access to sharpen focus andand findprovide innovative new ways to improve care quality. Numerous recognitions and awards reflect Horizon’s productsits and services economic inclusion. success inculcatingtoD&I throughout the organization: Todiverse namecommunities a few, Horizon named: • Format partnerships ensure the growth and vitality of the wewas serve and in which we work and live and create National on Disability (NOD) Leading Disability Employer™ Seal for the second consecutive year, this past businessOrganization alliances. October; Military Friendly® Employer by “G.I. are Jobs” magazine, for the sixth consecutive year; Top Ten Regional Company for of At Southern Company, diversity and inclusion of utmost importance. Across the corporation, we promote and foster our vision Diversity, “DiversityInc” magazine, ranking No. 5 forregardless 2018, and;ofOne Work Mother’s 100 Best Companies for the ninth creating anby “inclusive environment where all employees, theirofdifferences, feel welcomed, valued, respected CDE SLOANE consecutive and engaged.”year. N. DRAKE

TIAA RANK NO. 21: TIAA CEO: Roger Ferguson CDE: Corie Pauling www.tiaa.com

CEO ROGER FERGUSON

“At TIAA, we embrace the power of inclusion and innovation. We are driven to empower the diverse perspectives of every associate. This helps us do our best work for each and every client we proudly serve.” --Roger Ferguson, President and CEO, TIAA TIAA is a diverse and dynamic organization. Our employees bring a wide range of perspectives, which allows us to deliver relevant insights. This allows us to better serve clients from all backgrounds. By building a culture that allows all employees to contribute their unique talents and skills, we’re able to provide our clients with fresh ideas and distinct perspectives to help them achieve their goals. To help foster diversity and inclusion, TIAA has a rich community of Employee Resource Groups that provide leadership development, networking opportunities, community outreach and philanthropic efforts, business solutions and product input, and multicultural awareness. Our commitment to diversity and inclusion doesn’t stop with TIAA employees. We created a website for young professionals, an online community and financial webinars for women, a website in Spanish for Spanish preferred participants, and a series of webinars for LBGT customers.

CDE CORIE PAULING

Allianz Insurance RANK NO. 22: Allianz Insurance CEO: Walter Smith CHRO: Jenny Guldseth www.allianzlife.com

CEO WALTER SMITH

Recognizing that diversity and inclusion directly impact our success around growth and innovation, Allianz Life embraces, celebrates, and values the many cultures, styles, and perspectives of our employees and customers. Not only does it make good business sense in terms of preparing us for the future and adapting to a changing landscape, but it will enable us to continue to grow as a company. Allianz Life is creating a culture that values everyone’s contributions and diverse perspectives. Our objective is to make Allianz Life a best place to work for all. To help accomplish this goal, at Allianz Life, we have several initiatives in place to further enhance our diversity and inclusion efforts. One such effort is our long-standing networks of employees (Employee Resource Groups) that bring together colleagues with common interests, created for the purpose of fostering a diverse and inclusive work environment.

CDE JENNY GULDSETH

www.diversitymbamagazine.com

Xerox RANK NO. 23: Xerox CEO: John Visentin CDE: Beverly Stallings-Johnson www.rockwellautomation.com

CEO JOHN VISENTIN

Diversity and inclusion are an essential part of our culture. Our long history of promoting diversity in our ranks began over a half-century ago, with the leadership of one man: Joseph C. Wilson, the first CEO of modern-day Xerox. Thanks to his vision, diversity became a part of our value system. Today, we have one of the most diverse workforces in the world. Through diversity of backgrounds and perspectives, we gain the benefit of different ways of looking at our business, leading to innovative breakthroughs for our customers and more engaging work for our people. Diversity and inclusion are not just words on paper; they are part of our core values and the way we do business. Through teamwork, professionalism, respect and inclusiveness, we create an environment where our people can achieve their goals and make our clients more successful. We recognize that diversity and inclusion gains will not be sustained unless our workplace promotes and encourages new ways of problem-solving and diversity of thought.

CDE BEVERLY STALLINGSJOHNSON

Procter and Gamble RANK NO. 24: Procter and Gamble CEO: David S. Taylor CDE: William P. Gipson us.pg.com/

CEO DAVID S. TAYLOR

“If we continue to apply our diverse minds and diverse talent to tackle opportunities or challenges, we will continue to serve our consumers in ways that are meaningful to them.” -William P. Gipson, chief diversity and inclusion officer The people who use our products every day are as diverse as our world. The more we reflect them, the better we can understand their needs. That’s simply meeting expectations. Inclusivity is where we go beyond them. Our employees are encouraged to bring their unique selves to work every day and bring out the best in each other. Because when every skill is used and every voice heard, positive change can happen. Diversity and inclusion in our workplace come down to every person on our team committing to our mission. P&G’s Flex@Work program supports employees through various life circumstances—whether you’re a single parent or taking care of a special needs child. Employees who participate report significantly higher scores in flexibility, job demands, energy and support.

CDE WILLIAM P. GIPSON

Abbott RANK NO. 25: Abbott CEO: Miles D. White CDE: Vildan Kehr www.abbott.com

CEO MILES D. WHITE

CDE VILDAN KEHR

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“The business case for a diverse workplace is clear: companies with more diversity among their people think more creatively and adapt more quickly to changing markets. We’re a global company; we need a wide diversity of ideas and perspectives to understand the people we serve and be relevant to their lives.” --Miles D. White, chairman & CEO, Abbott When you bring a variety of perspectives to the table, it creates a culture of innovation—essential to facing the world’s healthcare challenges. We have been widely regarded as an employer of choice, with numerous local and global awards recognizing our commitment to fostering an extraordinary workplace. We’re committed to recruiting people with diverse experiences and perspectives to help us solve some of the world’s most pressing healthcare challenges. We partner with professional and academic organizations to strengthen our pipeline of diverse talent. It has been and will continue to be the policy of Abbott to be an equal opportunity employer. In keeping with this policy, Abbott will continue to recruit, hire, train and promote into all job levels based solely upon job-related qualifications without regard to race, color, religion, creed, age, sex, national origin, gender identity or expression, sexual orientation, disability, marital status, veteran or military status, genetics or citizenship status.

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Visa RANK NO. 26: Visa CEO: Alfred F Kelly Jr. CDE: Jolen Anderson www.visa.com “We will remain focused on ensuring that Visa is a diverse and inclusive environment where different perspectives are valued, and all of our employees feel comfortable coming to work every day to do their best.” – Alfred F. Kelly, Jr., CEO, Visa A place where everyone is accepted everywhere, that’s where we want to be. By leveraging the diverse backgrounds and perspectives of our worldwide teams, Visa is a better place to work and a better business partner to our clients. CEO ALFRED F We’re building an environment where diverse backgrounds and perspectives are celebrated and drive success inside our company KELLY JR and out in our communities. Our mission it to create an environment in which individual differences, experiences and capabilities are valued and contribute to our business success. Universal acceptance for everyone, everywhere is not only our brand promise, it is the foundation of our company culture. We foster a culture of intentional inclusion, to create a feeling of connectedness in the workplace, support diversity of thought, culture and lifestyle. We work collaboratively together in fun, meaningful and inspiring ways. CDE JOLEN ANDERSON

Aetna RANK NO. 27: Aetna CEO: Larry J. Merlo CDE: Kay Mooney www.aetna.com

CEO LARRY J. MERLO

“The challenge of continually increasing our value to customers, shareholders and communities requires creativity and insights that only an engaged, diverse workforce can deliver.” -- Mark Bertolini, CEO, Aetna Diversity is embedded in Aetna’s values. We recognize the impact and importance of diversity in all aspects of our business – our workforce, customers, suppliers, networks of health care professionals, in our products and services and through our contributions to the communities we serve. It’s part of the Aetna way of doing business; striving to earn the distinction, financially and by reputation, of being the preferred benefits company in all aspects of our business. We endeavor to be the industry leader by including the best ideas and perspectives available. This in turn enables Aetna to develop the most relevant solutions for each of our markets. Aetna will be the industry leader in the diverse marketplace. We will deliver best-in-class service to our customers because we want them to be comfortable when doing business with us.

CDE Kay

Mooney

Wellstar Health System RANK NO. 28: Wellstar Health System CEO: Candice Saunders CDE: Dr. Andrew Lee www.wellstar.org

CEO CANDICE SAUNDERS

CDE DR. ANDREW LEE

“At WellStar, we achieve world-class healthcare for our patients by cultivating a culture of trust. We have 20,000 team members from diverse backgrounds who collaborate on a single mission – excellent patient care. Team members and managers are trained and encouraged to build relationships with each other based on trust and transparency.” --David W. Anderson, Executive Vice President of Human Resources, organizational learning and chief compliance officer, Wellstar Health System WellStar Health System, the largest health system in Georgia, is known nationally for its innovative care models, focused on improving quality and access to healthcare. Staying ahead of the curve in technology has enabled WellStar to be leaders in both the diagnosis and treatment of an extensive array of health conditions. Serving a diverse population, WellStar consistently looks at total patient wellness and works to ensure that all systems support that focus. WellStar’s senior leadership, Board of Trustees, Authority, Regional and Foundation Boards evaluate our community’s emerging needs to equip our facilities with the best new technology. We know that healthy patients come from healthy neighborhoods and finding ways to deliver better care in metro Atlanta is a big part of who we are. As a not-for-profit, WellStar continually reinvests into the health of its communities through new treatments, services and facilities. WellStar provides training on customs in various cultures with the goal of treating every patient with dignity and respect.

www.diversitymbamagazine.com

T-Mobile RANK NO. 29: T-Mobile CEO: John Legere CDE: Katherine Marten www.t-mobile.com Creating a diverse and inclusive culture has always been at the heart of T-Mobile’s culture. As the Un-Carrier, T-Mobile aims to embrace individuality because it allows employees to come together as a group and determine exactly what is most beneficial for their growing customer-base, expanding their creativity to think outside of the norm. To truly serve customers in every corner of the U.S., T-Mobile wants every voice, perspective and idea to be heard. Oneway T-Mobile supports this is through six D&I Employee Network Groups that have the aim of creating an environment where everyone can be their authentic self. The groups are not only essential for sharing stories about inclusion and offering a place of support; they also create more of an understanding for all employees. On average, employees who are involved in at least one network (44 percent of T-Mobile currently) have lower attrition rates, higher lateral transfer rates, and higher promotion rates than those not involved.

CEO JOHN LEGERE

CDE KATHERINE MARTEN

Nationwide RANK NO. 30: Nationwide CEO: Stephen R. Rasmussen CDE: Angela Bretz www.nationwide.com “Nationwide encourages involvement in work teams, Associate Resource Groups (ARGs), and as volunteers in the community to a great degree. Whether it’s participating in decisions affecting work or finding fellow associates with the same interests or backgrounds, Nationwide celebrates diversity of thought and being like very few places I have seen.” –Nationwide associate A diverse and inclusive workforce is critical to Nationwide’s success. Bringing together the unique characteristics of each of our CEO STEPHEN associates -- gender, gender identity, sexual orientation, age, nationality, disability, veteran status, ethnicity, race, religion as well R RASMUSSEN as many other differences such as thinking styles, personalities and work experience -- is an integral part of who we are and how we operate as a company. We are proud of Nationwide’s inclusive culture that supports every associate’s success and encourages an environment where they can feel challenged, appreciated, respected and engaged.

CDE ANGELA BRETZ

Old National Bank RANK NO. 31: Old National Bank CEO: Robert G. Jones CDE: Danyelle Granger www.oldnationalbank.com Old National respects and values each individual; that’s why Diversity & Inclusion is one of our organizational values and an important part of our company culture. It’s the reason we employ a Director of Diversity & Inclusion and have an Executive Inclusion Council. Old National respects, values and welcomes diversity in our work force, customers, suppliers and marketplace. We seek to CEO ROBERT recognize the unique contribution each individual brings to our company, and we are fully committed to supporting a rich G JONES culture of diversity as a cornerstone to our success. We follow a Diversity & Inclusion strategy that focuses on four pillars – all key to achieving our mission of exceeding client, associate and shareholder expectations: • Fostering an inclusive environment in which different backgrounds, perspectives and experiences are valued and respected. • Serving the diverse needs of clients and shareholders through our products and services as well as ensuring diversity in our suppliers and marketing efforts. • Building a diverse talent pipeline and providing high impact associate engagement and development programs. CDE DANYELLE • Being a good corporate citizen and demonstrating social responsibility through community leadership, philanthropic support GRANGER and volunteerism.

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University of Miami RANK NO. 32: University of Miami CEO: Julio Frenk CDE: Stephen Symes www.miami.edu

CEO JULIO FRENK

CDE STEPHEN SYMES

We aim to: • Advance a learning and working environment in which each student, faculty member, employee and trainee is encouraged and empowered to reach his or her fullest potential regardless of age, gender, race, religion, ethnicity, disability, sexual orientation, socioeconomic, or political background. • Develop a healthcare workplace that will fulfill our commitment to caring for a diverse, local and international community. The Office of Diversity and Inclusion office was designed: • To recruit, develop, and retain, a committed and diverse academic community able to lead and promote excellence and innovation. • To assess and monitor measurable outcomes that can serve as markers of progress regarding the hiring, promotion and retention of a diverse faculty and workforce. • To align key systems and processes to reflect and promote diverse academic experiences for medical students. • To support the continued promotion and professional development of members of the academic community during times of life transition such as childbirth, eldercare and other personal responsibilities and professional transitions such as retirement.

Intuit RANK NO. 33: Intuit PRESIDENT: Sasan K. Goodarzi CDE: Scott Beth www.intuit.com

PRES.: SASAN K. GOODARZI

CDE SCOTT BETH

Our mission to power prosperity around the world is fueled by our values and supports our belief that every employee should be able to bring their whole self to work. Diversity isn’t something we do—it’s who we are. Innovation thrives in a workforce that includes employees with a wide range of life experiences and a supportive culture that lets great ideas rise to the top. And we know that inclusiveness drives empathy for our customers. That’s why we continuously strive to create a workforce that reflects the demographics of those we serve, helping us create products that solve important problems and exceed expectations. We take a holistic approach to creating a culture of diversity, inclusion and belonging. We focus on talent acquisition, engagement and advancement of diverse talent; building leader capability to lead inclusively; and investing in our collective future by sponsoring organizations such as Girls Who Code, ML4T.org, Code 2040, and other organizations that cultivate interest in tech careers across all demographics. And while we’re proud of our legacy, our work is far from done. We’re not satisfied until we reach parity. We don’t yet fully mirror our 50 million customers. We continue to focus on achieving gender equality in our workplace and increasing underrepresented minorities to reflect the customers we serve.

Rice College RANK NO. 34: Rice College CEO: David W. Leebron CDE: Dr. Roland B. Smith www.rice.edu

CEO DAVID W. LEEBRON

In the spirit of inclusive excellence, the Rice University Office of Diversity and Inclusion seeks to support and guide the university community in fulfilling its mission of “cultivating a diverse community of learning and discover” by facilitating a campus environment that promotes diversity, inclusion, and academic achievement through active engagement with all areas of campus life.

CDE DR. ROLAND B. SMITH

www.diversitymbamagazine.com

Protiviti RANK NO. 35: Protiviti CEO: Joseph A. Tarantino CDE: Susan Haseley www.protiviti.com At Protiviti, we strive to complement the diverse solutions we bring to the marketplace with high-performing professionals from a variety of backgrounds. At the same time, we create an environment that is inclusive, collaborative, and even family-like. We believe embracing diversity and inclusion are the right and responsible things to do, and we also know they are vital to our success. Broadening our capabilities by tapping into diverse backgrounds and experiences is CEO JOSEPH A. how we can best serve our clients. TARANTINO Our diversity and inclusion initiatives are designed to attract, develop, and retain the most talented professionals in the market regardless of race, gender, age, sexual orientation or any other dimension of diversity. Each of us has a different experience to contribute to our company and to our clients. It is the breadth of these experiences, and how they all work together, that makes us succeed. Employee Network Groups are local, grass-roots groups that organize both in-person and online to focus on promoting diversity initiatives within the company. While the activities in these groups are driven by employees, they are supported by leadership and provide our employees an “Opportunity to Have an Impact” as stated in our People Promises. CDE SUSAN HASELEY

Schneider Electric RANK NO. 36: Schneider Electric CEO: Annette Clayton CDE: Dina Yorke www.schneider-electric.us “We strongly believe being the best partner for our customers starts with being the best employer for our people. We’re committed to promoting a favorable work environment where our employees have more control over their work and personal life responsibilities. Our refined family-leave policy ensures our employees have more paid time off when they need it, allowing them to avoid having to make a choice between work and their family. The well-being of our staff is our highest priority and CEO ANNETTE we’re proud to champion this issue as part of our goal to be best-in-class in every area of our organization.”- Annette Clayton, CLAYTON president and CEO, North America Operations, Schneider Electric At Schneider, we believe access to energy and digital is a basic human right. We empower all to do more with less, ensuring life is on everywhere, for everyone, at every moment. Diversity is an integral part of the history, culture, and identity, and the company seeks to create an inclusive culture where all forms of diversity are seen as real value for the company. CDE DINA YORKE

DePaul University RANK NO. 37: DePaul University PRESIDENT: Amado Gabriel Esteban CDE: Elizabeth Ortiz www.depaul.edu

CEO AMADO ESTEBAN

CDE ELIZABETH ORTIZ

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Diversity is a core value at DePaul University and has been since our founding. All members of our campus community bring their own cultures, unique talents, skills and perspectives that, combined together, are DePaul. Collectively, we enrich the work and academic environment to fulfill our Catholic, Vincentian and urban university mission. This is the strength of our institution and what makes us unique. At DePaul we understand that a diverse workforce and educational environment is directly related to our success and is essential in preparing DePaul students to live and work in a global community. We believe that a diverse community is essential to preparing students to engage the complexity of the world today, and we commit to recruiting and retaining faculty and staff to reflect the rich, vibrant diversity of our student body. We will nurture an inclusive and welcoming community in which every member is empowered to express themselves fully and supported to realize their full potential. Together, we dedicate ourselves to engaging all students, faculty, and staff more deeply in the life of the university to improve their sense of belonging and their overall experience at DePaul.

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Federal Reserve Bank of San Francisco RANK NO. 38: Federal Reserve Bank of San Francisco CEO: Mary C. Daly CDE: Teuila Hanson www.frbsf.org

CEO MARY C. DALY

“Our diversity philosophy begins with a commitment to sustain a culture that encourages each employee to contribute at his/her fullest potential. Our philosophy is based on respect. It recognizes that while we have a great deal in common, we all bring unique perspectives and experiences to the bank. In this context, our definition of diversity includes race, gender, age and ethnicity as well as socioeconomic background, education, religious beliefs, sexual orientation, veteran status, physical abilities, and life experiences. Recognizing these additional dimensions of diversity ensures that we promote a culture that values, respects and embraces the unique experiences of all employees.” – Jackie Hicks, diversity officer, Federal Reserve Bank of San Francisco The bank maintains a strong commitment to equal employment opportunity and sustaining a culture that encourages every employee to contribute at his/her fullest potential.

CDE TEUILA HANSON

SONY RANK NO. 39: SONY CEO: Kenichiro Yoshida CDE: Paul Martin www.sony.com As a company with a broad global business portfolio encompassing electronics, entertainment and financial services, Sony employs individuals of diverse backgrounds. The Sony Group adopted a Diversity Statement in 2013 as a global policy on leveraging diversity for value creation. Sony embraces diversity as a key management strategy, operating a Diversity Committee that reports directly to the CEO. The committee implements a global diversity project under the leadership of senior CEO KENICHI- management from Sony’s global and regional businesses. It is in Sony’s DNA — and a source of our innovation — to value different perspectives and backgrounds as we conduct our RO YOSHIDA business activities globally and rise to new challenges. Sony promotes diversity across the Sony Group as a key management strategy by ensuring an inclusive work environment and by recruiting, hiring, training and promoting employees from diverse backgrounds. During Sony Diversity Week, many events are held at Sony Group companies around the world to raise awareness and promote action for change by enhancing recognition and understanding of the significance of diversity. These events are designed to encourage employees to think deeply about diversity in its many forms — from race, nationality, disabilities, and gender, to sexual orientation, viewpoints, and workstyles — as well as to facilitate new perspectives and active communication. CDE PAUL MARTIN These events also engage the wider community by involving other companies and outside organizations.

BD RANK NO. 40: BD CEO: Vincent A. Forlenza CDE: Tiffani Scott www.bd.com

CEO VINCENT A. FORLENZA

Our focus is on furthering Inclusion & Diversity (I&D) at BD to drive innovation, to better understand patient and customer needs, and to make BD the best possible place for all people to work. Creating a culture of individual belonging, building and engaging diverse teams and leveraging the unique ideas, backgrounds and experiences of our associates will deliver better outcomes for our global marketplace. At BD, furthering Diversity & Inclusion is not just the right thing to do -- it is both a cultural priority and a strategic imperative. This year, we further demonstrated our commitment by creating and staffing a vice president role within our Inclusion & Diversity organization. The D&I team works with our business, functional and regional leaders, Council, ARGs and Human Resources. Together, they plan, develop and direct strategies to more effectively recruit, develop and retain the Company’s diverse workforce. The strategic pillars of our Diversity & Inclusion framework continue to include: Intensify commitment — launching a Global Inclusion Council comprised of highly influential, next-generation leaders to facilitate action and drive change for their business, region or function.

CDE TIFFANI SCOTT

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Genetech RANK NO. 41: Genetech CEO: Alexander Hardy INTERIM HEAD OF D&I: Scott Kohler www.gene.com “We drive innovation when we all contribute to an inclusive culture that attracts a diverse group of the best and brightest talent and inspires everyone to freely contribute to their maximum potential to make a meaningful difference for patients.” --Alexander Hardy, CEO, Genentech We are focused on driving diversity of all kinds and at all levels at Genentech, with CEO and executive leadership support, CEO ALEXANDER engagement and accountability. We view a diverse and inclusive workplace as critical to our mission of making medicines to HARDY treat some of the world’s most serious diseases. To find the best possible solutions, we know we must embrace ideas that are new and different. We start with attracting and hiring a diverse mix of the best and brightest people and inspiring our employees to make a difference every day. We work to create an environment where people feel safe speaking up, ready to collaborate and comfortable challenging conventional thinking, so we can do now what patients need next. We’re fostering a culture where diversity, inclusion, engagement and flexibility all increase our ability to innovate. We are INTERIM HEAD committed to nurturing an exceptional workplace that gives employees the tools they need to achieve their professional and OF D&I: SCOTT personal goals. KOHLER

FedEx RANK NO. 42: FedEx CEO: Frederick W. Smith CDE: Shannon A. Brown www.fedex.com “A critical aspect of any successful diversity program is leadership. Our company leaders continue to focus on making sure that diversity remains a part of the FedEx DNA.” –Frederick W. Smith, chairman and CEO, FedEx We believe diversity is about more than just accepting our differences. It’s about meeting the needs of our customers by reflecting their diversity within our own organization. It’s about understanding the differences of our employees to ensure CEO FREDER- we are nurturing an inclusive environment. And it’s about embracing the unique talent of our employees, integrating their ICK W. SMITH perspectives to deliver on our vision in an ever-changing marketplace. FedEx values the unique contributions, perspectives, and differences of our team members, making possible the outstanding service and support provided to our global customers, and sustaining the communities we serve. At FedEx, we believe in the power of people. Our vision of an inclusive environment is a place where differences are celebrated as strengths, and the concept of diversity is woven throughout our entire organization. We believe diversity is valuing the uniqueness in each person regardless of who we are and where we come from and providing exceptional opportunities to succeed together in delivering on CDE SHANNON our promise of outstanding service for our customers. A. BROWN

Progressive Insurance RANK NO. 43: Progressive Insurance CEO: Tricia Griffith CDE: Marisa Afzali www.progressive.org

CEO TRICIA GRIFFITH

“We desire to win in the marketplace and do so in the right way. A big part of our ‘winning’ formula comes from being a diverse and inclusive workplace. At Progressive, we are valued for who we are, the ideas we bring, and the energy we invest.” --Tricia Griffith, CEO, Progressive Insurance Our unique backgrounds and viewpoints mean we naturally have differing opinions. We see this as a good thing and have created programs to encourage substantive conversations. Our “Courage at Our Core” and “Dare to Disagree” workshops demonstrate our commitment to an open environment where we not only encourage, but we expect our people to share their opinions and perspectives. Our Employee Resource Groups also host Courageous Conversations, tackling topics related to bias and micro-inequities in the workplace. We go beyond simply providing unconscious bias training. We ‘re focused on intercultural competence and developing the skills to create an environment where employees and customers feel welcomed, valued and respected.

CDE MARISA AFZALI

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Unilever RANK NO. 44: Unilever CEO: Alan Jope CDE: Aline Santos www.unilever.com

CEO ALAN JOPE

We’re a diverse company and are determined to build a strongly inclusive culture that respects every employee for who they are – regardless of gender, age, race, disability or sexual orientation. We believe that our employees’ contributions are richer because of their diversity, and we want to help them feel free to bring their authentic self to work every day. And we want to accelerate progress in equality of opportunity and women’s empowerment, because as two of our most material issues, they’re central to our business growth and our social impact. Inclusion is at the heart of the global sustainable development agenda, with its central ambition to ‘leave no one behind’ – so building diversity and inclusion within and beyond our business supports a range of the UN’s Sustainable Development Goals (SDGs). And we believe a more diverse and inclusive workforce can boost financial performance, reputation, innovation and staff motivation – and bring us closer to our consumers.

CDE ALINE SANTOS

CVS Health RANK NO. 45: CVS Health CEO: Larry J. Merlo CDE: David Casey www.cvshealth.com

CEO LARRY J. MERLO

CDE DAVID CASEY

“CVS Health is a health care innovation company that is helping people on their path to better health. In order to achieve and sustain breakthrough innovation, we must seek out, listen to and leverage the voices of our diverse customers, clients, colleagues and communities. To me, diversity and innovation go hand in hand.” --Larry J. Merlo, president and CEO, CVS Health Our Strategic Diversity Management’s mission statement is to educate, equip and empower colleagues to effectively navigate differences and similarities, driving growth and innovation in the workplace. By engaging the skills, talents and perspectives of each individual, we can better serve our communities and fulfill our purpose. To support our company’s growth, we focus on attracting and equipping diverse talent for careers within all divisions of CVS Health. We have an entire team of colleagues dedicated to ensuring that youth, mature workers, veterans, and individuals with disabilities have a place within our company. The Workforce Initiatives Team partners with state and federal workforce agencies to provide employment services and training to underserved communities. They’ve helped thousands of people access meaningful employment opportunities. We also work with schools, churches, universities, faith-based and community organizations to hire people with diverse backgrounds.

Farmers Insurance RANK NO. 46: Farmers Insurance CEO: Jeff Dailey CDE: Suzie Elliott www.farmers.com

CEO JEFF DAILEY

CDE SUZIE ELLIOTT

Farmers is transforming from a legacy leader in the insurance industry into an agile, bold “mover and shaker” that’s setting a standard for itself and the industry. In order to achieve the breakthrough performance necessary to achieve this, Farmers require need a level of innovation and engagement that is only possible through inclusion. Inclusion is the power of belonging. The foundation of the Farmers culture is inclusion – not only as Farmers being a place where generations of families have chosen to work, but also being an award-winning military-friendly place to work and the sponsorship of thriving employee resource groups, including the Women’s Inclusion Network, LGBT & Allies, Veterans & Advocates, Farmers Linguistic Assistance Group, Black Professional Alliance, Disability Inclusion Group, Parent Connect, FarmersFuture and FarmersFit. Our culture supports employees in bringing their whole selves to work. The organization celebrates differences of thought, experience and identity to make people unique. As a result, Farmers is able to better execute on our goals because our differences help the organization better attract and retain employees, connect with customers and increase the ability to innovate.

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Opportunity. Diversity. Strength. We’re proud to support the Diversity MBA Elite Business Leaders Conference and Awards Gala. We were named to Diversity MBA Magazine’s “50 Out Front: Best Places to Work for Women and Diverse Managers” list for the second straight year!

careers.bluecrossma.com Blue Cross Blue Shield of Massachusetts is an Independent Licensee of the Blue Cross and Blue Shield Association.

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Baxter Healthcare RANK NO. 47: Baxter Healthcare CEO: Jose E. Almeida VPHR: Jeanne Mason www.baxter.com “Baxter is committed to fostering an inclusive work environment that attracts, engages and retains a diverse workforce to drive healthcare innovation that betters the lives of the patients we serve. Integrating different backgrounds and perspectives within all facets of our organization is what allows us to continue delivering on our mission to save and sustain lives.” --Joe Almeida, chairman and CEO, Baxter Health At Baxter, inclusion and diversity is about building diverse, high-performing teams that are engaged and innovative, and CEO JOSE E. advancing company culture so that every employee feels valued, respected and safe to be their authentic self. We are committed ALMEIDA to attracting, motivating and retaining an inclusive and diverse workforce to better address the needs of our employees, customers, suppliers, patients and caregivers. By valuing differences, we make a difference in the lives of millions worldwide. Our global inclusion strategy focuses on four key areas: • Workforce: Recruit and build diverse and high-performing teams that are engaged and innovative • Workplace: Advance the company’s inclusive culture where every employee feels valued, respected and safe to be their authentic self VPHR JEANNE • Communities: Cultivate strategic and diverse supplier and community partnerships • Marketplace: Consider the needs of customers and their patients in all aspects of Baxter’s business MASON

Grant Thornton RANK NO. 48: Grant Thornton CEO: Mike McGuire CDE: Nicole Blythe www.grantthornton.com

CEO MIKE MCGUIRE

At Grant Thornton LLP, we have seen first-hand the power of bringing one’s whole self to work — from different races, ethnicities, gender identities, disabilities (visible and invisible), nationalities, religions, generations, sexual orientations, backgrounds and experiences — and the dynamic and innovative environment that results. Our people thrive personally and professionally because all perspectives are valued and heard. In turn, our inclusive culture enables us to craft creative solutions for ourselves and the clients we serve. Diverse perspectives aligned under a unified vision translates to our people contributing their best in the office, with our clients and within our communities. Simply put, at Grant Thornton, inclusion is a way of life. It permeates our culture, is embedded in our values and behaviors, attracts diverse talent and is a key enabler as we become the firm of the future. The Office of Diversity & Inclusion and firm leaders sponsor employee attendance at five annual professional development conferences. This investment enables skill-building, networking and technical growth for our people, enabling them to grow their whole selves and better deliver on our promise of distinct client service.

CDE NICOLE BLYTHE

Red Hat

Envoy Air RANK NO. 49: Envoy Air CEO: Pedro Fábregas CDE: Regina Wadsworth www.envoyair.com

CEO PEDRO FÁBREGAS

CDE REGINA WADSWORTH

RANK NO. 50: Red Hat CEO: Jim Whitehurst CDE: Demetris Cheatham www.redhat.com/en

At Envoy, we respect and appreciate each person as a unique individual, and we value the great diversity this produces on our team. Our diversity gives rise to a wide range of viewpoints and new ways of thinking that contribute so much to our ongoing success as a company. We are committed to fostering a safe work environment that is second to none – one that celebrates diversity, that offers equal opportunities and where all employees feel secure, involved, valued, and respected. Respecting one another and valuing our differences is a core value of our culture.

At Red Hat, we believe that good ideas can come from anyone, anywhere, regardless of the job title or ranking in the hierarchy. Diversity fuels our meritocratic culture by bringing in many CEO JIM WHITEHURST perspectives and ideas, challenging our assumptions, and inspiring innovation. At Red Hat, we know that we can do more as a community than as individuals. Red Hatters join diversity Diversity+ Inclusion Communities — also known as affinity groups or employee resource groups — to celebrate CDE DEMETRIS our differences and shared experiences. CHEATHAM

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LIFESAVING HAPPENS HERE. GEORGIA’S LEADER IN TRAUMA CARE It’s a fact of life that serious accidents or injuries can happen anytime. So it’s good to know that WellStar has highly trained trauma doctors and nurses at hospitals throughout metro Atlanta, prepared to help with any kind of emergency. In fact, we’re the state’s largest provider of trauma care. When Georgians need lifesaving emergency care, the team at WellStar is here and ready.

Learn more at wellstar.org

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DIVERSITY TOOLKIT

Is it Time to Move On? How to Read the Handwriting on the Wall BY CALVIN BRUCE

Most professionals derive a great deal of satisfaction in landing a job that offers a clear career pathway, challenging responsibilities, equitable rewards for outstanding performance, and the psychological benefits of being a valuable contributor to the organization’s success. What more could one ask for from a job? But the workplace culture and environment can alter rapidly with changes in upper management. Promotional opportunities – once plentiful – may become severely restricted to only a chosen few. The expectation of remaining with the organization until cozy retirement may suddenly become a pipe dream. Under such circumstances, what is the proper course of action? The first course of action is to clearly read the handwriting on the wall. Early in my tutelage as a professional recruiter and career counselor, a wise mentor advised me, “Always trust your instincts. You’ll never go wrong.” Since then, I have passed along those words of wisdom to scores of young and seasoned professionals. Trust your instincts Here are some workplace situations that should instinctively put you on the alert: • Your company is targeted for take-over, “hostile” or otherwise. No matter the dollar value involved, any merger or acquisition portends upheaval in the workplace – even if upper management and Human Resources try to dispel the anxiety and panic that naturally spread throughout the organization.

personnel? This uncertainty alone may justify beginning a low-key job search. Your company is in the crosshairs of state or federal investigation. Such action can result in devastating consequences. Case in point: the Enron scandal of 2001 that resulted in dissolution of the firm and its auditor, Arthur Andersen. Even the hint of scandal can – and often does – tarnish the professional reputations of anyone associated with the organization. Even if the average employee may have been completely in the dark, onlookers wonder, “Couldn’t you have discerned what was going on that led to a government investigation?” If you face this scenario, be advised that the aura of “guilt by association” is virtually inevitable. Thus, it may be advisable to think seriously about moving on before the full brunt of legal consequences takes its toll on the future of the enterprise. • Your boss “resigns” unexpectedly. This may or may not portend some serious ramifications that affect your longevity with the company. The resignation may be entirely personal and understandable. But it’s possible the boss may be facing some serious circumstances that justify departure from the company for the good of all concerned. What immediately comes to mind are sudden resignations that issue from #MeToo accusations of inappropriate workplace behavior. To minimize further scandal, it’s determined that the accused resign and fade from the scene, as much as possible.

The prevailing thought among the corporate family is “Who will be let go?” Obviously, there will be no need for duplicate roles. The acquiring company automatically has the upper hand. Regardless of seniority, their associates are in a favored position to keep their jobs.

Or because of less than stellar performance, the boss may be ushered out the door. Clearly, when the boss loses the respect and confidence of his or her superiors, his or her days with the company are numbered. With little or no advance notice, there’s a glaring vacancy one rung above you on the corporate totem pole.

If your organization faces cutbacks, where would that put you as decisions are made concerning the realignment of staff

You may assume that none of these hypothetical scenarios would have a bearing on your job security. Wrong! No matter

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what precipitates your boss’s leaving the organization, you will soon be reporting to someone else. That could be a current management figure who has been groomed to become the successor. Alternately, it may be an outsider brought in as “new blood” to revitalize the department or division of the company that has lost a key senior manager or executive.

him or her to achieve a high level of productivity as soon as possible. In one sense, it serves a purpose for the new hire to shadow you so closely. In the event that something would happen to you – such as a lengthy, extended illness – he could step in and maintain the workflow. On the other hand, there appears to be no reason to employ two associates doing essentially the same thing.

Again, not knowing the outcome of this human resources shake-up, it may be advantageous to scout the market for what, hopefully, could be “greener pastures.” • Your workload and assigned projects are reduced significantly, or your travel and entertainment budget is slashed dramatically or comes under intense scrutiny. These could be real tell-tale signs that your days are numbered. For instance, a major project on the drawing board that would involve out-of-town travel that was initially assigned to you is suddenly – and without satisfactorily explanation – delegated to someone else, perhaps an associate with less experience and seniority. How would you react under such circumstances? Issuing a complaint would not serve you well. After all, everyone in the organization is supposed to be a team player, right? Even if you express your dissatisfaction to your boss confidentially, your grievance would undoubtedly trickle up the totem pole. And when any employee is thought to be unhappy, the only logical recourse – in the minds of Human Resources and upper management – is for you to find a place of employment where you will be happier. • Your annual performance review is put on hold with no further explanation. How do you respond? Certainly, you can’t force the issue and demand a performance review. In fact, expressing any sort of dissatisfaction can hasten your involuntary departure. Feeling “unwanted” is the emotional component of a workplace reality that is too obvious to ignore. In simple terms, it appears obvious the company is giving you ample time to find other employment. • You’re asked to mentor a new employee whose job description mirrors your own. This is serious business that cannot be swept under the rug. In some respects, this is, perhaps, the most telling handwriting on the wall. Upper management would likely explain the new hire as an effort to bring new blood into the corporate body, perhaps under the guise of expanding diversity. Your assignment is to take the new associate “under your wings” and motivating

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Catch a clue: In less than subtle fashion, the organization is pointing you to the exit door. It’s foolhardy to deny that reality and tell yourself that everything will be okay. Practical course of action When the handwriting on the wall is this clear, you have no choice but to initiate a job search. If the organization has given you a set timeframe for landing another position, it’s imperative to move fullspeed ahead. If your instincts tell you it’s wise to at least scout the market, start thinking about the appropriate steps to take. Here are some practical tips to “make the best of a bad situation” (to quote Gladys Knight), as you reassess your occupational situation: • Maintain productivity. Don’t give the company reason to speed up your departure. Granted, active or even passive job hunting will put you in another mindset. Understandably, the passion you have for your work may diminish. Even so, try as much as possible to maintain a high level of productivity. After all, you will want to receive a positive – if not “glowing” – reference from your current employer. The worst case scenario is to slacken your workplace performance, so much so that they employer might say, “She did very good work until her departure loomed on the horizon. Then she became lackadaisical and, frankly, we’re glad she’s gone!” • Don’t bad-mouth your employer. Facing an imminent exodus from the organization is typically accompanied by strong negative emotions. Resist the temptation to discuss your discontent even with trusted confidants. Frankly, you never know exactly what coworkers might say – not to your face, necessarily; but behind your back. Perhaps you feel, “I’m leaving soon; so I don’t really care.” That attitude can come back with a vicious bite to youknow-where.

DIVERSITY TOOLKIT

It’s a truism that whatever you say about your boss will get back to them, and such remarks will not be well received. They can taint your reputation and make it virtually impossible to ever return to that place of employment. Also keep in mind that many industries are close-knit. Key movers and shakers know one another. It’s possible that you might end up interviewing with someone who has worked where you work now and knows personnel there. Your departure from the company may end up being speedier than you imagined. Worse yet, what is perceived as airing “sour grapes” can be a strike against you that prevents you from getting the new job. • Job hunt discreetly. As the old saying goes, “Discretion is the better part of valor.” Whether your employer gives you time to find another job or you casually begin to scout the marketplace, proceed with caution and utmost discretion.

worth and establish your brand as a highly valuable associate. Secondly, you may discover a better overall career path at your new place of employment. The circumstances that held you back in the past may be nonexistent in your new occupational role. Additionally, the wealth of experience, array of skillsets and breadth of insights you have developed over the years will serve you well in advancing within the new organization. Thirdly, you will have the chance to develop new friendships and associations. Every workplace has a few toxic employees who gripe and complain, gossip and sow discord. Sometimes, this toxicity surfaces only after a workplace friendship is established. And you may have you asked yourself: “How come I didn’t see their true colors before I took them into my confidence?” Hindsight is always 20/20. Starting a new job allows you to be more selective and discerning in choosing close associates.

Suppose your employer grants you time off for interviewing. If so, you don’t need to announce to the world where you interview and specifics of the opportunities you are pursuing. Frankly, it’s no one’s business.

Conclusion Only members of the U.S. Supreme Court have a job for life. Even chief executives with seven-figure earnings have been toppled from their lofty perches.

For one thing, it’s ill-advised to give employment leads to coworkers who might also be scouting the market. It’s not unheard of for unscrupulous colleagues to submit their resumes for the same job that their associates have interviewed for.

Clearly, unforeseen circumstances at any moment can derail your plans for staying with your current company. When handwriting on the wall clues you in to the fact that your occupational situation may be a bit shaky, it’s high time to at least scout the market for what might offer more longterm security.

Furthermore, it’s important that you control the outcome of your search. Being in contention as a job candidate is not the same as receiving an actual job offer. Prematurely discussing a potential job offer with your colleagues or current boss may not be in your best interest. Your employer might opt to cut the ties sooner than later. The Positive Side For many, leaving a job they have held for a lengthy period takes an emotional toll. Even bad experiences have memories that are at least bittersweet. And the thought of starting over can produce a lot of anxiety, even when it seems like the best thing to do. But look on the bright side of things. For one thing, a new position gives you a fresh start and clean slate. With experience, you can avoid missteps or miscues of the past. You have new and unlimited opportunity to prove your

Job hunting need not be a dreaded endeavor. If you continue to be productive and discreet in exploring options and opportunities, chances are that you will find something suitable sooner or later. Make sure, though, that you don’t burn your bridges – such as speaking negatively of your employer. Stay positive and focused on doing the best job you possibly can. After all, your reputation means everything. Who knows? At some point in the future, you current employer might even invite you to return. Should you? That’s the subject for another article entirely. Calvin Bruce recently retired from a recruiting company designated as “Atlanta’s Best Employer” (in its size category) three years in a row. He has regularly contributed articles to publications such as The Wall Street Journal, Atlanta Employment Weekly, National Law Review, MBA and the Engineer, and IM Diversity.

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DIVERSITY TOOLKIT

Breaking Barriers and Raising Ceilings

There’s a good likelihood you and I may look at the world differently. We’ve each assigned to our world our own sense of order — “how things should be done.”

BY JEFF BLACKMAN

We perceive our world based upon our assumptions or rules, which we take for granted. And when the world doesn’t agree with our rules, we often dismiss those ideas as being absurd.

How you interpret your world has a profound impact upon your future. And you see your world with your unique paradigm—which comes from the Greek root, “paradeigma”—meaning a pattern or model. Thomas Kuhn’s book, “The Structure of Scientific Revolutions”, explored the phenomena of scientific paradigms. Kuhn studied how scientists never saw the world in its entirety, but in little pieces. Their paradigms acted as reality filters. Scientists used their own paradigms to either distort information until it fit their rules, or they simply dismissed the data. Joel Barker, a futurist, also did extensive studies of paradigms in his book, “Discovering the Future: The Business of Paradigms.” He defines a paradigm as “any set of rules or regulations that describes boundaries and tells us what to do to be successful within those boundaries.” Paradigms, whether; business, social, global or local influence our attitudes, actions, beliefs and behaviors. Examples might be: • “Man will never walk on the moon.”

• “Television will never replace radio.” • “There’s nothing left to be invented.” • “Women shouldn’t vote.” Paradigms can be positive. Speed limits and parking spaces for example, give us a sense of order. However, paradigms can trick us and block us into believing our way is the only way—thwarting creativity, achievement and profitability. Marcel Proust said, “The real act of discovery consists not in finding new land, but in seeing with new eyes.” Therefore, you must explore markets, products, opportunities and people—not only for what they are, but for what they can become. Raise your ceiling Paradigm is a great word, but it’s fancy. So let’s use another word, with the same meaning—ceiling. Why? Years ago, I left my suburban Chicago home—for a threeweek speaking and book tour throughout New Zealand and Australia. The first leg of this journey took me from Chicago to San Francisco. Sitting next to me was Al Wilkerson. I will never forget him. Al told me about a trip he took with his daughter Alycia when she was 3. They had never traveled together, let alone on an airplane. Alycia couldn’t wait to get to the airport. As they walked through the terminal, Al clutched her hand. He sensed her excitement. When they walked down the jetway, her eyes grew bigger. Her heart pounded louder. After they boarded, Al took Alycia and plunked her small body into the big leather seat that engulfed her. He then turned her face to the window—so she could see the world from a new perspective.

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I’m here you let you know there are no ceilings, no paradigms, no parameters, no rules, no boundaries, no barriers—unless you place them there!

As the 747 took off and started to climb toward 35,000 feet, Al stared at his daughter. Her expression changed. From fascination and glee—to fear and panic. She kept look looking up, at Him until she finally shrieked, “Daddy, Daddy, when do we hit the ceiling?” I’m here you let you know there are no ceilings, no paradigms, no parameters, no rules, no boundaries, no barriers—unless you place them there! Smart, creative people are motivating employees to say goodbye to barriers. I once received an invitation from Rochelle Jacobson, president of N. Merfish Supply in Houston. The following, is verbatim language taken from the invitation: Send-off party Friday! Please join us in the downstairs conference room to say goodbye to…Status Quo! Those of you who have been around for a while, know what Status Quo has meant to this place. Through all the ups and downs, Status Quo was always

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there. So let’sraise a glass on Friday, and wish Status Quo good luck. Things just won’t be the same around here. Takeaway tips 1. Plan, prepare, be proactive vs. reactive. 2. Have positive expectations—turn breakdowns or barriers—into breakthroughs. 3. Have defined goals that are realistic, yet “stretch”—you and others. Raise your ceiling! 4. Monitor progress, modify. As my late dad said, “Life is a series of adjustments.” 5. Get “closer” to your team, prospects or customers— ask them better questions—to discover how you can improve their condition and help them attain a more favorable future. 6. Think. Believe. Act. Achieve. Jeff Blackman is a Hall of Fame speaker, author, success coach, broadcaster and lawyer. His books include “Peak Your Profits” and “Stop Whining! Start Selling!.” You can contact him at 847.998.0688 or jeff@jeffblackman.com. Visit www.jeffblackman.com to learn more.

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Numbers Show a Lack of Diversity in the Financial Planning Industry – and IT DOES NOT HAVE TO BE THAT WAY

BY CATHERINE ANDREWS

People of color (POC) have long faced systemic hurdles to success across industries — and the financial sector is far from an exception. In fact, less than 3.5 percent of all 80,000 Certified Financial Planners (CFPs) are POC. This alarming statistic means that only 2,800 people out of 80,000 are blacks and Latinos; numbers that highlight a stark racial divide in the world of financial planning. Despite the promising progress America has made in the last decade to move forward and give POC better platforms and opportunities, there is still a long way to go in the financial planning industry. These numbers stem from a variety of causes, none of which are straightforward.

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One glaring area that needs improvement is the lack of financial literacy among POC. Financial literacy is the ability to understand how money works and make informed financial decisions. From the get-go, the country’s education system is notorious for being unable to teach financial literacy to students across the country. In fact, a survey published earlier this year found that some 63 percent of Americans couldn’t pass a financial literacy quiz, while high school graduates from a total of 27 states were unable to finish K12 with adequate financial literacy. Combine these statistics with how POC students have long been underserved in public school districts, and

DIVERSITY TOOLKIT

Along with advocating change in the management and industry levels, it’s important for POC to have the courage to keep ploughing on and encourage the people around us to do so, too. you can already see how POC are the most affected even decades after they finish school. The Huffington Post reports that African Americans have higher debt delinquencies along with comparatively low savings. POC are often forced to use expendable income to help their children or to clear debts, or prefer to give it to their church, instead of saving for their future.

issue here, nor does it solve other invisible barriers in the financial industry. The lack of black and Latino CFPs can also be attributed to the subtle discrimination still present in the industry. In their interviews with black and Latino CFPs, the Center for Financial Planning found that companies are still reluctant to hire POC due to misconceptions about “cultural fit” and institutional racism.

Therefore, addressing these needs is vital to help the future generations of POC across America grow, and there are plenty of ways to do it. It’s just difficult to get the ball rolling. Starting with the education system, high schools should start actively offering classes on financial literacy, which will help encourage students to take care of themselves and potentially map out a future in financial planning.

For current black and Latino CFPs, spreading financial literacy is hard. Their position is difficult not only because they have to communicate the importance of diversity in the finance industry, but also because they have to develop and build trust between POC and the largely white financial industry. POC Author and CFP Eugenié George highlights the historical barriers of minorities’ financial situation; many have gone through generations of poor financial management and neglect.

There are actually many opportunities in the financial industry available to POC. Maryville University’s report on the industry found that graduates can work in a variety of fields — from mortgage services and bank operations, to portfolio management positions and personal advising. Encouraging young POC to reach for these positions (should they desire to) is beneficial and can help bridge the gap, as a report from the 2018 DMBA Index reveals a disparity between white Americans and POC in leadership and management roles. Acquiring ample financial knowledge is not the only

But, at the end of the day, it may be invisible barriers that hold POC back in the finance industry – and POC should just not accept such barriers. Along with advocating change in the management and industry levels, it’s important for POC to have the courage to keep ploughing on and encourage the people around us to do so, too. Catherine Andrews is a financial expert who specializes in financial literacy education. When she’s not studying trends in forex market movements, she spends her time annoying Buzz, her Siamese cat.

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DIVERSITY EVENTS

Older, Wiser, Bigger, Better

The Forum on Workplace Inclusion has emerged as a global model for diversity conferences. What can we learn from its success? BY STEVEN HUMERICKHOUSE It started with a two-hour telecast attended by 75 people but now has a global reach and has been cited as one of the leading conferences in the world for those working in or interested in diversity, equity, and inclusion (DEI). The Forum on Workplace Inclusion has gone from humble beginnings to a learning and development leadership position. The Forum on Workplace Inclusion — The Forum, for short – is in its 32nd year of providing DEI learning and development. (The 2020 conference runs March 10-12 at the Minneapolis Convention Center.) Much can be learned from the event’s success and growth. Guided by its mission--Engaging People, Advancing Ideas, Igniting Change--The Forum operates on four core principles: co-creativity, high interactivity, supportive learning, and community building. Co-Creativity First and foremost is the principle of co-creativity. We believe that no matter the experience, skill, credential, or perceived wisdom, every participant in The Forum has a point of view that is valuable to the discussion. We encourage everyone in a Forum session to actively engage in the conversation. In fact, we purposely call our audience “participants” rather than attendees to get that point across. Forum workshop presenters are experts in their work, carefully vetted to ensure highest quality presentation and

scholarship. However, we are quite clear with them, that while they may be the expert in front of the room, they are not the only expert in the room. The experiences of session participants may provide key learning points that could very well lead to a different session outcome than even anticipated by the presenter, that a synthesis of their expertise and the “wisdom of the crowd” experiences of the participants can lead to a different, better outcome. Another reason for encouraging co-creativity derives from the fact that Forum participants come from multiple sectors, something we work hard to bring about. Participants work in all areas of corporate endeavor, as well as government, higher education, health care, legal, and nonprofit industries. The challenges of one sector might be similar in another, but because of different ways of thinking, solutions can unexpectedly be found in places one would not think to look. In parallel with cross sector learning opportunities is cross-cultural opportunities. The Forum actively seeks out presenters and participants from around the world. These participants bring a completely different perspective from which to view diversity, equity, and inclusion. Their historical, cultural, and political backgrounds bring a myriad of traditions, experiences, and legal definitions that not only help US-based participants understand how to better work around the world, but also—and more importantly—how to understand their own culture, beliefs, and practices. See-

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DIVERSITY EVENTS

ing one’s culture through the eyes of another is the ultimate learning and personal growth opportunity.

conference. The learning has more meaning and substance if it has real-world, real-work impact. Our mantra is real people doing real work in real time. We strongly encourage our presenters to make that central to their presentations.

It is for all these reasons that we so strongly support mutual exploration among all conference participants. Interactivity The second Forum principle is interactivity. Understanding adult learning is critical to the success of any conference. At The Forum, we take this seriously. As any musician knows, you learn the music by practicing; repeating a phrase over and over--slow, fast, in variations--until, you have created a pathway in the brain that allows the performer to automatically play the passage without having to think about each note. This is true for any learning, including diversity, equity, and inclusion. The brain can hold on to about 10 minutes of presentation before it starts to dump previously heard information to make room for the new. We ask our presenters to “chunk” their information— 10 minutes and then stop for a chance to practice what was presented to build that pathway in the brain, allowing learning to occur. The practice method could be table talk (our default room set is rounds of six—no one’s back to the front) working in dyads or triads or even self-reflection or writing assignments…anything that allows the participant to think, write, or speak through what they just heard to build an understanding and vocabulary around the concept. Another key aspect of interactivity is learning by doing. Learning a thing in theory is fine as far as it goes, but actually doing that thing is key to understanding and making the learning real. We encourage interactive methods that have participants doing their actual work—building out a strategy, writing a policy, working on a tactical application, practicing an interpersonal technique. We want to make Forum learning directly applicable to work. That is, in fact, why the participants come to the

Learning Supports The third Forum principle is to provide learning supports. The Forum offers a wide variety of learning opportunities at its conference, typically between 90 and 100 sessions over three days, along with a large exhibit space called the Marketplace of Ideas (plus webinars, podcasts and a breakfast series throughout the year). That is a lot to choose from and can be daunting. We try several different ways to help participants make their choices. As a start, we divide most sessions into tracks with defined focuses. There are tracks for strategy and leadership development and one for employment practices. We also have tracks on global diversity, social responsibility, and innovation and transformation. Finally, there are industry specific tracks: government, health care, and higher education. We also divide sessions by their level of learning: introductory, intermediate, and advanced. These are provided their own definitions and align with knowledge, proficiency, and mastery. In order to push boundaries, we encourage presenters to teach toward the high end of the learning level. We also remind them that participants of all levels might attend their presentation but that they should not “dumb down” their content delivery. Another support we provide participants is the conference year’s theme and learning pillars. We search out trends and areas of conflict or high interest to pull together a theme for the year—what is happening in diversity, equity, and inclusion that is compelling, building to critical mass, or simply always in the news. The learning pillars support the theme and help participants and presenters understand the underlying context for some of the workshops and seminars at the conference and each of the three-to-five general session keynotes and discussions.

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The Forum has a robust call for proposals selection process. We have created extensive guidelines to support potential presenters in submitting fully thought-through session designs. Besides the obvious title, description, presenter bio, and track and level of learning designations, we ask them to describe what the session is about—what problem or issue is it trying to solve, what is the background of the problem or issue, how will they approach it, and what learning methods will they use (from case studies, to fishbowls to debates). As facilitators of learning, we ask them about the interactive learning opportunities they are planning–including how panel presenters would be used–and for a justification for assigning an advanced learning level.

with at the next conference.

All this information is provided to a 25-member program committee comprised of DEI practitioners from around the country (and world when possible) and from across sectors. The committee members are divided into small groups to read and score the proposals without identifying information. We then bring them to our offices in Minneapolis for two days of grounding in Forum principles and further deliberations within their small groups, this time with identifying information provided. They rank the proposals into yes, no, or maybe categories and, after discussion of their findings, the results are turned over to Forum staff to make the final selections. We curate sessions based on the results of the program committee’s work, more than 145 topic areas, alignment with Forum principles, and the conference year’s theme and learning pillars -- a two-plus month process of sorting, researching, and contemplating the best possible outcomes for learning. We are always looking for the boldest, most challenging content. We believe we don’t really change unless we’re challenged to think about and openly discuss the really hard stuff. Community Building The final Forum principle is community building. Over the course of time, we have learned that our interactive session methodology led to an unexpected but very welcome outcome–a sense of community. When you work closely with someone over the course of one to three hours and maybe in multiple conference sessions, you begin to get a sense of who the other person is, their values and beliefs, their work experience, their story.

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As they learn from one another, Forum participants find in each other a common bond and sense of unity of purpose. They form unique relationships as colleagues, even friendships. They find allies in the effort to advance diversity, equity, and inclusion, allies they can rely on throughout the rest of the year, and people they look forward to reconnecting We help facilitate these connections outside of formal workshops with options such as a new participant orientation at the beginning of the conference; multiple receptions throughout the three days; numerous lounge areas to provide space for discussion or simply getting together; DEI-specific tours around the city; art and wellness centers; and other activities for interaction and learning outside of a workshop setting. Even our default room set -- rounds of tables rather than classroom or theater seating – help foster connections. Conclusion In closing, it is important to note that these efforts didn’t come together all at once. The Forum experience of today came about over multiple years from the expertise and effort of the full Forum staff, observation at other events and conferences, observations of our participant experience by staff and committee members, evaluations from participants, and from a lot of experimentation and trial and error. While The Forum conference is a very successful event, we are not done looking for the best way to curate content and convene and engage participants. That is a never-ending effort, especially as the needs of participants (generationally, technologically, or otherwise) change over time. There is much more for us to learn. Ultimately, we encourage anyone planning a conference or similar event to think carefully about the participant experience. What might be easiest for event planners and staff might not lead to the best outcome for your participants. Their learning and the behavior change that can come from it is the whole purpose of coming together. Steven Humerickhouse is the Executive Director of The Forum on Workplace Inclusion. For more information about the forum, visit forumworkplaceinclusion.org.

DIVERSITY EVENTS

Diversity MBA’s 13th Annual Conference Excites, Informs, Connects BY DAN HOLLY

CHICAGO – More than 750 attendees gathered Sept. 9 and 10 for two days of listening, learning, networking and socializing as part of the Diversity MBA’s annual conference. The 13th Annual Elite Business Leaders Conference & Awards Gala was held at the Westin Chicago River North. The event at the four-star hotel overlooking the Chicago River concluded with a sumptuous gala in which the 50 companies selected in 2019 as the “Best Places for and Women and Diverse Managers to Work” and “Top 100 Under 50 Emerging and Executive Leaders” were formally recognized. At the Opening Session in the Grand Ballroom, Pam McElvane, Diversity MBA Magazine CEO and Publisher, shared data from a Diversity MBA survey of approximately 600 companies. The data highlights D&I strategies from companies that “know what they are doing,” McElvane said. “These are the Top 10 things you should know if your organization is doing, and if you don’t you should find out,” she added. The strategies include: • Having some type of campus program (98 percent of companies surveyed) • Having Employee Resource Groups (89 percent) • Having intentional strategies to recruit persons with disabilities (78 percent)

• Recruiting from professional organizations (78 percent) • Having a formal internship program (70 percent) The opening session also included a Q&A between McElvane and Dr. James Taylor, senior vice president and chief diversity and talent management officer at UPMC. UPMC is the No. 1 company chosen by Diversity MBA in 2019 for “Best Places for and Women and Diverse Managers to Work.” Taylor told the audience gathered in the ballroom that UPMC has worked hard to make its diversity and inclusion strategies effective. “I’m not interested in who you are interviewing because I’ve seen organizations who have a diverse slate of candidates but really don’t move the needle…I’m interested in selection,” he said. An important part of that process includes creating an internal pipeline of diverse candidates for management jobs, Taylor added. And once candidates are hired, companies must not see the job as done, Taylor stressed. He said he did not see diversity and inclusion as one and the same. “Some companies are good at one but not the other,” Taylor said. To really succeed, he said, companies must work to create an “inclusive culture.” That might include, for instance, relaxing policies on visible tattoos, Taylor said, adding: “If you ban them I guarantee you that you will eliminate a whole segment of your employee base.” The conference’s theme was “Breaking Barriers: Lean Into

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Inclusion.” The program included industry roundtables focusing on law, health care, sports, technology, consumer services and financial services. It also had C suite panel sessions, inclusive diversity toolkit sessions, “real talk” discussions focusing on identity and a fireside chat. In the technology industry roundtable, Jason Gallo, global senior director for Cisco Systems, talked about how technology helps the company foster an inclusive climate – by making it easier for people who must work from home through “telepresence” equipment – as well as track diversity.

Amy Perez Ortiz, assistant director for business development at Augsberg University, has been to several Diversity MBA conferences but still appreciates the learning and insights. “It’s growing every year – I’m really enjoying it,” she said. “I liked the best practices roundtable. Hearing from five major companies on a panel is really what people are looking for so they can help inform their own strategies.”

In an inclusive diversity toolkit session, moderator Paul Meshanko, president of Legacy Business Cultures, led a discussion of how intentional efforts to show coworkers respect in the workplace can contribute to an inclusive culture. “It actually takes energy and planning to avoid being respectful,” he said in a discussion that included exercises that had participants laughing and chatting excitedly. It was the first Diversity MBA conference for Dr. Quincy Byrdsong, executive director for research administration for WellStar Research Institute, and he was impressed. “I’ve enjoyed myself so far -- very relevant topics,” Byrdsong said. “The speakers are coming from a perspective of oversight of these types of initiatives but also as professionals in the industry who have experienced some of these things. That blend of experiential and oversight perspective I think is invaluable to those of us who are actually in the trenches and working every day.” Cesar Lostaunau, strategic and operations manager

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for Allstate got a lot out of a Toolkit Session entitled “Bias-Free Leadership.” The session “was powerful and different,” Lostaunau said. The moderator, Dr. Deborah Ashton, Diversity MBA’s chief psychologist and head of behavior practice, got everyone to participate, Lostaunau said, describing the session in an excited tone: “There was about 20 of us. There were two round, 10-person tables and every single one of us had eye contact, eyeball-to-eyeball conversations. We were sharing our stories about our biases and how to become a bias-free leader.”

Michael Iacovazzi-Pau, senior director of strategic initiatives for HACE, has also been to Diversity MBA conferences before. He enjoyed the sessions as well as the socializing. “I get a chance to network with some chief diversity officers, which is always great,” Iacovazzi-Pau said. The gala featured remarks by McElvane, Taylor and Dr. Steven Shapiro, executive vice president and chief medical and scientific officer at UPMC. The emcee was Diana Gutierrez, a news reporter for WCIU TV in Chicago.

DIVERSITY EVENTS

2019 TOP 100 HONOREES IN GALA ATTENDANCE

GUESTS AT ATRIUM HEALTH TABLE POSE WITH DIVERSITY CEO PAM MCELVANE.

A.T. KEARNEY ACCEPTS 50 OUTFRONT AWARD FROM MCELVANE AND DIVERSITY MBA BOARD CHAIR DR. JAMES TAYLOR.

AT THE WELCOME RECEPTION, MODEL SHOWS OFF CLOTHES FROM HONDURAN DESIGNER.

TOP 100 HONOREES POSE WITH MCELVANE.

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GUESTS AT CLOROX TABLE POSE WITH MCELVANE.

CHICAGO SINFONIETTA QUARTET DELIGHTED GUESTS WITH A PERFORMANCE AT THE OPENING SESSION.

TRACIE RANSOM OF RANSOM STRATEGIES AND PAUL MESHANKO OF LEGACY BUSINESS CULTURES NETWORK AT THE WELCOME RECEPTION.

GUESTS AT VF CORPORATION TABLE POSE WITH MCELVANE.

LEFT TO RIGHT, MARSHA JONES (PNC FINANCIAL), MICHAEL MILLEGAN (VERIZON, RETIRED), MARY DONOHUE (DONOHUE LEARNING) AND DAVID POPWELL (FIRST HORIZON NATIONAL CORPORATION) PARTICIPATE IN A DIALOGUE ON BOARD DIVERSITY.

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NEDDY PEREZ OF MCCORMICK & CO. MAKES A POINT.

DIVERSITY EVENTS

OPENING SESSION GETS UNDERWAY IN THE GRAND BALLROOM.

LATIN GROVE JAZZ BAND PERFORMS AT THE WELCOME RECEPTION.

CONFERENCE ATTENDEES MINGLE AT OPENING RECEPTION.

MODELS AND DESIGNERS POSE AFTER FASHION SHOW AT OPENING RECEPTION.

CONFERENCE HIGHLIGHTS 750 Leadership Attendees 300 Leadership Conference Attendees 450 Gala Attendees 40 Sponsors

69 Speakers 20 Sessions/Plenaryâ&#x20AC;&#x2122;s 65 Percent Vice Presidents/Directors 20 Percent Sr. Vice Presidents/Presidents 15 Percent Managers/Individual Contributors

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FEEDBACK

The following comments were made by attendees at Diversity MBA’s 13th Annual Elite Business Leaders Conference & Awards Gala held Sept. 9&10 in Chicago: I really like the diversity of the speakers. They covered a lot of topics -- from bias in the workplace to respect to how we apply talent and how we develop policies. So I think it’s comprehensive and I think we’ll all leave here with some useful tips. Quincy Byrdsong Executive Director for Research Administration WellStar Research Institute Marietta, GA There has been some good knowledge-based information shared, like this morning I was really impressed with the generational speaker really understanding the up-and-coming workforce and how to manage that. That was interesting I thought. Michael Iacovazzi-Pau Senior Director of Strategic Initiatives HACE Chicago, IL The networking has been powerful -- in between the sessions, meeting like-minded thought leaders in the diversity space and understanding their circumstances. What’s been really gratifying to me is meeting people in my industry – the insurance industry. I’m looking forward to interacting with them because we have some unique challenges. Cesar Lostaunau Strategic and Operations Manager, Agency Operations Allstate Northbrook, IL I went to the conversation on inclusive leadership which is something I focus on for our organization. I think organizations focus on the numbers of diversity but then we miss the major part the inclusive piece – how do we foster a more inclusive culture where people feel they are the most important person in the world? There was a really good conversation around that….And the food is good! Shunda Robinson Vice President, Diversity & Inclusion GM Financial Fort Worth, TX

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DIVERSITY EVENTS

Latino Executives from Nation’s Top Firms Gather At HACE’s 37Th National Leadership Conference

CHICAGO – The Hispanic Alliance for Career Enhancement (HACE), a national nonprofit organization devoted to the employment and advancement of Latino professionals, hosted its 37th National Leadership Conference with a theme of “Beyond Latinidad: Identity, Intersectionality & Inclusivity” on April 25-26, 2019 at the Radisson Blu Aqua Hotel. The conference included career exploration, professional development, powerful networking and open dialogue to raise awareness of the many identities Latinos represent. Partners were invited to attend the career fair on the second day of the conference to showcase job opportunities to high-potential candidates and participate as experts in discussions focused on diversity and inclusion, recruitment practices and the multigenerational workforce. The conference was also held in conjunction with the Hispanic Leadership Summit in which Hispanic leaders from the community and corporate world sent out a call of action to sign the first-of-its-kind diversity and inclusion pledge for Hispanics in America, “The Hispanic Promise.” HACE was one of the first Latino organizations to join the movement.

AWARDS GALA HACE’s annual awards ceremony honored the accomplishments of its members and the generosity of its partners. Winners included: Corporate Champion: AT&T Latino Employee Resource Group of the Year: Jones Lang LaSalle Servant Leader Award: Andrea Saenz Chicago Community Trust Leaders: David Romero, United Airlines; Marisol Martinez, Allstate; Yahaira G. Corona, Federal Reserve Bank of Chicago THE CONFERENCE BY THE NUMBERS:

• 462 Leadership Summit Attendees • 370 Career Summit & Expo Attendees • 460 Gala Attendees • 40 Sponsors • 88 Speakers • 20 Sessions/Workshops • 34 Diversity Officers & Leaders • $5,000 Scholarship Awards • $363,000 Raised

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IN 2020, WE’RE FACING FORWARD

SAVE THE DATE

March 10 - 12, 2020 The Forum on Workplace Inclusion® 32nd Annual Conference Minneapolis Convention Center

A new decade brings challenges that demand new solutions to meet the diverse needs of changing markets, customers, and talent. Equipping our workforce with the diversity, equity, and inclusion skills needed to sustain our businesses into the future requires forward-facing and innovative thinking focused on both local and global solutions. With eyes on the future, we’re Facing Forward and invite you to join us!

REGISTRATION OPENS DECEMBER 2019

ForumWorkplaceInclusion.org/2020

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@WorkplaceForum

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Summit top sponsors include Eli Lilly & Company, McDonald’s, AT&T, Nielsen, Sodexo and United Airlines. Additional sponsors include AARP, Abbvie, Accenture, ADP, Advance Auto Parts, Army ROTC, HCSC Blue Cross Blue Shield, Barilla, BP, Central Intelligence Agency,

Federal Reserve Bank of Chicago, Grainger, Hyatt, Navy Exchange (NEXCOM), Omnicom Group, PepsiCo, TIAA, U.S. Cellular, Verizon, Walgreens, Abbvie, DIAGEO, MillerCoors, Motorola Solutions, Burson Cohn & Wolfe and University of Chicago.

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DIVERSITY IN CULTURE

Prominent Artist Shares Her Work Depicting A Remarkable People

Synthia Saint James is a world-renowned visual artist, author and educator best known for designing the first Kwanzaa stamp for the USPS in 1997 and the international cover art of Terry McMillan’s book “Waiting to Exhale.” She has agreed to share photos of some of her most recent artwork with Diversity MBA magazine.

lah culture inspiring me to paint ‘Daughters’ in 1991,” she explained. “Next came the publishing contract from BridgeWater Books to create the paintings for ‘Neeny Coming Neeny Going,’ the children’s picture book written by Karen English for which I received a Coretta Scott King Honor Award in 1997.”

The pieces are from Saint James’ ongoing Gullah Geechee Series – art depicting the Gullah, a distinctive group of black Americans who live in isolated coastal areas in the Southeastern United States and have been able to preserve their African cultural heritage to a remarkable degree. The art consists of inserted and painted tiles.

“The rich history and vibrant culture of the Sea Islands called me back and I’ve re-immersed myself to share it with you,” Ms. Saint James added.

Ms. Saint James said a book led to her interest in the Gullah people.

To view more of Synthia Saint James’ art works visit https:// squareup.com/store/ateliersaint-james.

“ ‘Daughters of the Dust,’ the incredible film by Julie Dash, first introduced me to the Sea Islands and the Gul-

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“The service at First Republic is unmatched. They go out of their way to meet our needs.” G H I A G R I A RT E , Managing Partner, Ponte Partners R O D B R EW S T E R , Founder and CEO, Pingtumi

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Building a future to smile about

Colgate-Palmolive is a $15.5 billion global company. Since 1806, weâ&#x20AC;&#x2122;ve been creating products that build brighter futures for everyone â&#x20AC;&#x201C; our consumers, employees, partners and the communities we call home. We are truly global. Our diverse backgrounds and perspectives help us respond to the needs and aspirations of the many millions of people we serve worldwide. We work together globally to perform at our best locally, always with unwavering integrity. We see every day as an opportunity to improve on the last. We harness the latest advances in science and technology to deliver innovative products and advance the way we make and deliver them. If you would like to learn more about Colgate-Palmolive, please visit our website at www.ColgatePalmolive.com.

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