Diversity Journal - Mar/Apr 2013

速 All Things Diversity & Inclusion

MAR/APR 2013 $5.95

3RD ANNUAL

AWARDS ISSUE p.14

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NATIONAL MINORITY AMERICAN EXPRESS HEALTH MONTH GROWTH MINDSET p.62

p.68

DIVERSITY IN SOUTH AFRICA p.78

| PUBLISHER’S COLUMN

CEOs Show Actionable Change

PUBLISHER/CEO/MANAGING EDITOR

James R. Rector

A EBR TIN EL

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James Gorman

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VICE PRESIDENT OF OPERATIONS

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®

V SO F SE R

SENIOR EDITOR

Grace Austin SENIOR CONTRIBUTING EDITOR

Back in the “good old days” when Dr. Roosevelt Thomas Jr. and I were traveling around the U.S. putting on half-day diversity workshops, I often heard from diversity executives and practitioners that they were having difficulties getting the ear of the chief executive at their organization.

Having heard this concern at almost every workshop, I thought that having a publication providing benchmarking information on CEOs leading diversity initiatives would be helpful to those diversity executives needing positive examples of corporate diversity leadership.

Delivering on this commitment has been foremost in the ongoing conversation in the pages of Profiles in Diversity Journal. And so far we have not encountered any difficulties in finding CEOs who are willing to step forward and support their organization’s diversity principles and initiatives. For many years, CEOs were featured on the cover of every issue. CEOs have introduced our annual WomenWorthWatching® feature and have often been featured in comprehensive company diversity profiles.

Let’s make no mistake, there are many CEOs willing to support and encourage their organization’s diversity and inclusion work.

And this leads us to the March/April issue you’re reading now.

There are nearly forty CEOs who have prioritized participating in the 3rd Annual CEO in Action Awards, an increase from last year. Additionally, over 100 CEOs have participated in this feature in the past three years.

The good news is that for those organizations that are not convinced or rather have not been presented with the “facts,” they can find positive examples in the CEO in Action award winners. I encourage you to make direct contact with the diversity executives at these companies. There are no secrets in diversity and inclusion work and most diversity executives are happy and willing to share what challenges exist and potential solutions to them. When the doors of inclusion are opened, it is absolutely amazing how companies reap extraordinary benefits. PDJ James R. Rector, Founder and Publisher profiles@diversityjournal.com

April W. Klimley DIRECTOR OF CLIENT PARTNERSHIPS

Sarah Weber ART DIRECTOR

Paul Malanij HUMAN RESOURCES

Vicky DePiore EXECUTIVE ASSISTANT

Elena Rector CONTRIBUTING WRITERS

Gabriella Giglio Melissa Lamson Karin Sarratt Craig Storti Nadine Vogel Trevor Wilson Carlton Yearwood LETTERS TO THE EDITOR

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REPRINTS: profiles@diversityjournal.com EDITORIAL: edit@diversityjournal.com PHOTOS & ARTWORK: art@diversityjournal.com

March/April 2013

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Inside

March / April 2013 Volume 15 Number 2

FEATURES

14

CEO LEADERSHIP IN ACTION AWARDS

COVER STORY

It gives us great pleasure to present the third annual Profiles in Diversity Journal 2013 CEO Leadership in Action Award to the organizations featured in this issue.

CLEVELAND CLINIC’S MODLIN TACKLES MINORITY HEALTH DISPARITIES

62

Dr. Modlin’s Minority Men’s Health Center is an innovative approach to the minority healthcare disparity crisis. We take a closer look at Modlin and the issue in honor of National Minority Health Month this April.

AMERICAN EXPRESS FOSTERING A GROWTH MINDSET

68

Encouraging a growth mindset, a concept developed by Carol S. Dweck, has allowed American Express to evolve work habits, professional development, and ultimately foster a culture of learning and innovation.

FOLLOW US AT: facebook.com/diversityjournal twitter.com/diversityjrnl scribd.com/diversityjournal twitter.com/mentorings facebook.com/mentorings

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PROFILES IN DIVERSITY JOURNAL

March/April 2013

The Issue

®

THIRD ANNUAL CEO IN ACTION AWARD WINNERS 18 | MOHAMMED ALI

35 | MARLA KOTT

51 | WENDY C. SHEN

Founder and CEO, QED Foundation

CEO, Imprint Plus

President and CEO, FLOMO/Nygala Corp.

19 | MATTHEW ANDERSON President and CEO, William Osler Health System

20 | DAN ASHE Director, U.S. Fish & Wildlife Service

21 | JORGE BENITEZ CEO, United States and Senior Managing Director, North America, Accenture

22 | CHRISTOPHER C. BOOTH CEO, The Lifetime Healthcare Companies, Inc.

23 | CASSANDRA D. CALDWELL

36 | MICHAEL W. LAMACH Chairman and CEO, Ingersoll Rand

37 | JOSEPH M. LECCESE Chairman, Proskauer Rose LLP

38 | TOM LINEBARGER Chairman and CEO, Cummins, Inc.

39 | ELLEN M. LORD President and CEO, Textron Systems

40 | PEDRO MARCET CEO, Privotal Group

Founder and CEO, International Society of Diversity and Inclusion Professionals

41 | BILL MCFARLAND

24 | GEORGE CHAVEL

Chairman, President and CEO, The Hartford

President and CEO, Sodexo, Inc.

26 | PATRICK C. DUNICAN JR. Chairman and Managing Director, Gibbons P.C.

CEO, PwC Canada

42 | LIAM E. MCGEE 44 | JULIA MIDDLETON CEO, Common Purpose

45 | JAMES J. MURREN

27 | DANIEL S. FULTON

Chairman and CEO, MGM Resorts International

President and CEO, Weyerhaeuser Company

46 | DEBORAH NEWMAN

12 | CATALYST Moving the needle for women in the boardroom

52 | JOHN J. SOROKO

72 | FROM THE DIVERSITY EXPERTS

Chairman and CEO, Duane Morris LLP

53 | JEFF STUSEK President and CEO, Information Services Corp

CRAIG STORTI

54 | JOHN B. VEIGHMEYER

Communicating Across Cultures

Chairman and CEO, KPMG LLP

KARIN SARRATT

56 | THOMAS R. VOSS

WellPoint, Inc.

Chairman, President and CEO, Ameren Corporation

NADINE VOGEL Springboard

58 | ROBERT WATSON

TREVOR WILSON TWI Inc.

President and CEO, SaskPower

True Blue Inclusion

59 | KEVIN W. WILLIAMS President and Managing Director, General Motors of Canada Limited

60 | ANDRÉ WYSS President, Novartis Pharmaceuticals Corporation

President and CEO, ASAE

DEPARTMENTS

30 | TRENT HENRY

47 | GORDON M. NIXON

01 | PUBLISHER’S COLUMN

Chairman and CEO, Ernst & Young LLP Canada

President and CEO, Royal Bank of Canada

04 | EDITOR’S NOTE

32 | JACKIE JENKINS-SCOTT

48 | MICHAEL B. POLK

06 | BULLETIN

President and CEO, Newell Rubbermaid

08 | DIVERSITY TRAINING EVOLVED

President, Wheelock College

33 | CLAYTON M. JONES CEO, Rockwell Collins

34 | JULIE KAMPF CEO and President, JBK Associates, Inc.

49 | SONU RATRA President, Akraya, Inc.

50 | JOSEPH M. RIGBY Chairman of the Board, President, and CEO, Pepco Holdings, Inc.

Consulting LLC

CARLTON YEARWOOD

Deputy Minister, Ontario Ministry of Training, Colleges & Universities

28 | JOHN H. GRAHAM IV

Leaders share their opinions and thoughts to help improve diversity and inclusion in the workplace.

78 | GLOBAL DIVERSITY South Africa is rapidly becoming one of the new economic frontiers. A look at the African nation.

82

MGM Resorts International presents Inspiring Our World

82 | THOUGHTLEADER National Minority Health Month

96 | CORPORATE INDEX

10 | NEW VHA DIVERSITY DIRECTOR

98 | Q&A

Retired colonel and healthcare pro Rabb takes over diversity leadership duties at VHA.

Helping provide job readiness training, educating and supporting people to get back into the workforce.

March/April 2013

WWW.DIVERSITYJOURNAL.COM

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| EDITOR’S NOTE

national minority health month significant for all This April marks National Minority Health Month.

As healthcare and health are predominately in the news nowadays, we couldn’t help but make the feature topic in this issue. Health, as many are aware, impacts your daily life, your future, and even the future of your children and family.

Health impacts the economy, society, and every facet of what goes on in the country and around the globe. And minority health, which has long been a hot-button issue within healthcare, is truly one we cannot overlook.

As the country becomes ever more comprised of minorities, how can we ignore the issue of minority health, and most importantly, the disparities in minority health? The truth is, we can’t, but the solution to an issue that more often than not depends on personal choices is a difficult one to legislate or preach on.

So what to do? The solution, as is most times, is difficult, but involves concerted efforts by the private and public sectors, families and individuals.

We are happy to spotlight the Cleveland Clinic in this issue, a hometown establishment for us, but an innovative organization on the national and international stage. Dr. Modlin is truly doing innovative work at the Men’s Minority Health Center, leading by example for other healthcare institutions and organizations that want to affect change on the local level.

I also commend the work of the Office of National Minority Health, which more than many government offices I have seen in a long time, seems both genuinely passionate and in capacity of a focused, strategic goal to change health disparities in our country. This month’s Thoughtleader focuses on that subject, allowing the myriad companies and organizations we feature in every issue, from the healthcare related to the non-healthcare related, to speak to this issue that seems to incite enthusiastic and studied answers and ideas from the corporate to nonprofit sectors and everything in between.

We hope that you will become more informed through our coverage of minority health and the great health disparities existent in the U.S. To make this issue no longer a crisis, we need to have an informed public ready to make great strides in the future. PDJ Grace Austin graceaustin@diversityjournal.com

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PROFILES IN DIVERSITY JOURNAL

March/April 2013

The Diversity Leader award recognizes communications excellence in the area of D&I. Winning companies utilize different technologies and mediums as a way to improve internal and external communication. * Diversity Leader award-winning companies denoted by this symbol: DL

3M • Accenture • ADP, Inc. • Aflac American Institute for Managing Diversity Andrews Kurth LLP • Bank of the West BDO USA, LLP • Booz Allen Hamilton Caesars Entertainment Corporation Catalyst • Charles Schwab • Chevron Cincinnati Children’s Medical Hospital Center Cisco Systems • Citi • CSC • CVS Caremark Energizer • Ernst & Young LLP Fannie Mae • Ford and Harrison LLP General Electric • Gibbons P.C. Halliburton • Harris Corporation HCA Healthcare • Highmark Inc. Ingersoll Rand International Society of Diversity and Inclusion Professionals JBK Associates • Jones Lang LaSalle KPMG • Kraft Foods Inc. Lewis and Roca LLP The Lifetime Healthcare Companies Lockheed Martin Corporation Moss Adams LLP • MWV National Grid • New York Life Nielsen • O’Melveny & Myers LLP PNC Financial Services Group, Inc. PwC • Raytheon Company Rockwell Collins • Ryder System, Inc. Sandia National Laboratories Shell International Society for Human Resource Management Sodexo • Sparrow Health System Springboard Consulting LLC The Hartford Financial Services Group Inc. Thompson Hine LLP • TWI Inc. Union Bank, N.A. • UnitedHealth Group Vanguard • Verizon • Walgreen Co. Walmart Stores, Inc. WellPoint, Inc. • White & Case LLP

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Sodexo Engaged employees drive

Marit, Senior Vice President , Gulf of Mexico & Caribbean

business success. That’s why we’re committed to creating an environment where ea ch employe e contributes to his or her full potential. By fostering

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Suma, Senior Dietitian , Malaysia

a culture based on mutual respect and inclusion, we make every day a better day at Sodexo. But don’t take our word for it. Hear what our employees have to s a y a b out wor kin g for the world’s leader in

Jerome, Vic Remote S e President, ites, Easte rn Canad a

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To view these employees’ stories, scan the smart tag or visit bit.ly/SodexoCommunity

Quality of Life services on bit.ly/SodexoCommunity.

Bulletin Jones Lang LaSalle Announces Leadership Changes Jones Lang LaSalle has announced two leadership changes.

Peter Roberts, currently chief executive officer, Americas, will beMARTIN come chief strategy officer. Lauralee Martin, currently chief operating and financial officer, will succeed Roberts as CEO, Americas.

Roberts has made significant contributions to Jones Lang LaSalle, both in the Americas region and for the firm globally. He also has been a member of the firm’s Global Executive Committee, which guides the firm’s global strategy.

Martin joined Jones Lang LaSalle in 2002 as chief financial officer and was appointed to the additional position of chief operating officer in 2005. Under her leadership, the firm has maintained an investment grade balance sheet. She built the firm’s Energy and Sustainability Services business, helped structure acquisitions across its global platform, and contributed to productivity growth and client service through the development of a globally unified technology platform.

“Martin’s combined experience, and her quick and decisive approach, make her uniquely qualified to lead the Americas into a period of further rapid revenue growth,” said Colin Dyer, chief executive officer of Jones Lang LaSalle. “At a time when our business is increasingly characterized by the need for clarity and speed, she will focus the Americas on driving client services, increasing productivity, and investing in our people.”

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PROFILES IN DIVERSITY JOURNAL

Quarles & Brady’s Chairman Receives Presidential Legacy Award from National Bar Association The national law firm of Quarles & Brady LLP announced that its chairman, John W. Daniels Jr., received the prestigious Presidential Legacy Award from the National Bar Association at its inaugural gala on January 19 at the Air and Space Museum in Washington, D.C. The Presidential Legacy Award is bestowed upon individuals who have been or are engaged in civic, entrepreneurial, and professional endeavors that advance and preserve the heritage of African Americans. Daniels joins previous recipients Representative John Conyers and Representative John Lewis and the legendary Tuskegee Airmen in receiving the honor. Daniels received the award for his impact on the profession and the achievements of Quarles & Brady as a law firm.

“John W. Daniels Jr. epitomizes what legacy is all about,” said John Page. “He has been a business, civic, and entrepreneurial leader. His life’s work, which continues, provides both a blueprint for success and accomplishment, but also a legacy that we as Americans and African Americans should aspire to.”

Daniels, formerly the national president of the American College of Real Estate Lawyers, has established an impressive career in the practice of real estate law, representing national, regional, local, and governmental owners and investors.

Blanchard Becomes First Provost The Xavier University Board of Trustees approved the appointment of Dr. Loren Blanchard to serve as the University’s first Provost, effecBLANCHARD tive July 1, 2013.

Blanchard, who will continue to serve as senior vice president for Academic Affairs, will now also act as University President Norman C. Francis’ chief advisor, providing leadership in establishing priorities and collaborating with all organizational units to advance the mission and success of the institution. In the provost’s role, Blanchard will become the March/April 2013

ranking vice president who coordinates the work of the other university vice presidents.

As provost and senior vice president for Academic Affairs, Blanchard will not only hold primary responsibility for implementing academic policy and coordinating academic programs and activities, but will now assume a more active role with Francis in expanding the economic, social, and cultural impacts of Xavier by strengthening partnerships within the local, state, national, and global arenas.

Michael Rue, president of Xavier’s Board of Trustees, stated that “with the increasing pressures facing Historically Black Colleges and Universities (HBCUs) like Xavier, I

WHO…WHAT…WHERE…WHEN

Duane Morris Names Ten Attorneys to Partnership Duane Morris LLP announced that it has promoted ten associates and special counsel in five of the firm’s practice groups to the firm partnership nationwide, including Jessica Y. Singh in New York of the Trial Practice Group; Meagen E. Leary in San Francisco of the Business Reorganization and Financial Restructuring Practice Group; Joanna R. Varon in New York of the Employment, Labor, Benefits and Immigration Practice Group; and Laurie H. van Löben Sels in San Francisco and Silicon Valley of the Intellectual Property Practice Group.

SINGH

LEARY

VARON

UC’s African American Cultural and Resource Center Plans Grand Reopening

The University of Cincinnati’s African American Cultural and Resource Center held its grand reopening celebration, Karamu, on January 15, at the center. A ribbon-cutting officially reopened the center that has undergone $325,000 in renovations since last August.

The center supports the mission of the university by recruiting, retaining, and encouraging the success of students of color at the University of Cincinnati. The AACRC also hosts several large-scale traditional programs that mark significant aspects of African American life at UC. Renovations to the AACRC include new carpet, new furniture, and the addition of a new room for students called the Harambee Room. The word harambee is Swahili for “let’s pull together.” The new renovations will also include a history of significant contributions that black students have made to the university.

Funding for renovations was supported by the UC Division of Administration and Finance and the University Diversity Council. “This is the continuation of a promise,” says Eric Abercrumbie, director of the center and Ethnic Programs and Services at UC. “We have become one of the top student cultural centers in the country.”

The AACRC first opened in September 1991 to create a welcoming environment for African American students as they adjust to college life.

The idea for the AACRC was first proposed by UC’s United Black Association (now called the United Black Student Association) in 1968. The proposal was led by then-UC student Dwight Tillery, who later became Cincinnati’s mayor and longtime city council member.

In 1990, a university-wide implementation committee of students, faculty, administrators, Board of Trustees members, and community representatives developed recommendations for the center’s policies and programming, leading to the center’s opening in 1991. PDJ

Photos are by Dottie Stover

can think of no better time for Dr. Blanchard to step into this critical administrative role to work strategically with Dr. Francis to ensure the University’s continuing growth and competitiveness.”

Over the past five years, Blanchard has been Xavier’s chief academic officer after previously serving in similar posts at the University of Louisiana System in Baton Rouge, Louisiana and the Louisiana State University Health Sciences Center in New Orleans for nearly seven years.

VAN LÖBEN SELS March/April 2013

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| CULTURE

∂ Edited by Grace Austin

DIVERSITY TRAINING EVOLVED

MGM Resorts International Presents Inspiring Our World

H

Diversity Champions,” said Jim Murren, chairman and ny unite 62,000 CEO of MGM Resorts employees International. “While that’s under one cora good start, it’s not good porate culture? enough for us on this issue.”

For Las Vegas’ In addition to promoting MGM Resorts the company’s commitment International, the company to diversity, the production that set fountains to music motivates employees to live in front of Bellagio and out the company’s misbrought Cirque du Soleil to sion to “engage, entertain, Sin City, the decision was and inspire.” Furthermore, easy: a Vegas-style producthe production encourages tion. employees to make posiCreated for employees, tive contributions to their by employees, Inspiring Our communities and be enviWorld is a musical producronmental stewards both tion formulated by MGM at their workplaces and in Resorts to deepen the comtheir households. pany’s corporate culture and “We respect and value motivate its employees to our diverse and immensely become involved in areas of talented team members as social responsibility, includthe foundation of our sucing diversity and inclusion. cess as a global company,” The production, which feaMurren continued. “By tures an all-employee cast engaging our employees in of seventy, original music, the core values of our comcostumes, and choreogpany—from teamwork, to raphy spanning multiple integrity to excellence—we cultures, was introduced Top, CEO Jim Murren appeared in every performance to share foster a healthy workplace, and performed nine times his pledge to “Inspire Our World.” Bottom, the all-employee as well as dynamic and over three days last winter cast began the show with a warm welcome to fellow co-worksustainable communities with an audience of 41,000 ers saysing sowa bona, “I see you” in Zulu. where our employees live southern Nevada employand work, and where our guests visit.” ees. The 1.5-hour production was simultaneously preA unique take on diversity training, Inspiring Our sented in English, Spanish, and American Sign Language.

World has not only rallied MGM Resorts around a Designed to complement the company’s Diversity company culture rooted in social responsibility, but also Champion workshops, Inspiring Our World serves as larger platform to promote the principles of diversity and broadened the corporate diversity world’s consideration of what diversity training can be. PDJ inclusion with company employees.

“The roots for Inspiring Our World flow from our commitment to being an organization that embraces diversity and inclusion. Through education sessions over To learn more about MGM Resorts’ social responsibility initiative, please visit www.mgmresorts.com. the last decade, we have graduated more than 10,000

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O W DOES A compa-

PROFILES IN DIVERSITY JOURNAL

March/April 2013

Thanks to you, Women of WellPoint are building a healthier future for their families and our country.

WellPoint proudly commemorates Women's History Month and celebrates its female associates who are leaving an important legacy by helping WellPoint address tomorrow’s health care issues today.

Better health care, thanks to you.

For more information, visit: www.wellpoint.com/careers

® Profiles in Diversity Journal. ® Registered Trademark, WellPoint, Inc. © 2013 WellPoint, Inc. All Rights Reserved. EOE.

| MILITARY | GOVERNMENT

NEW VHA DIVERSITY DIRECTOR Retired Colonel and Healthcare Professional David Rabb Takes Over Leadership Duties at VHA

R

E CENTLY COMPLETING FIVE years of active duty in

the Army, David Rabb returned to the Veteran Health Administration (VHA) as the Director of Diversity and Inclusion Office. He will lead efforts to promote and advance diversity, cultural competency, and inclusion in order to support the VHA undersecretary of Health’s vision to create a patientcentric healthcare system.

“My hope is that I will energize VHA employees to reach for diversity and inclusion as a mindset and tool to carry out VHA’s vital mission into the twenty-first century. Diversity and inclusion has to become ubiquitous and embedded in every aspect of what we do to care for veterans and their families,” says Rabb.

Of the 23.4 million veterans in the country, roughly eight million are enrolled in the VA for healthcare. More than 5.5 million veterans receive care at 1,100 locations, including inpatient hospitals, healthcare centers, and community-based outpatient clinics.

As a colonel in the Army Reserve, Rabb served thirty years in the military and twenty-seven in the VA. He commanded a combat stress control unit in both Iraq (2004–2005) and Afghanistan (2011–2012). Rabb is also a recipient of two Bronze Stars—one from the U.S. Army and one from the U.S. Marines.

“Because of my dual identity and role in the military and the VA, I’m more aware of the challenges that veterans face at war and when they return home. Being in the military and VA has [also] shaped my leadership philosophy,” he says.

A graduate of Illinois State and the University of Chicago, Rabb began his career in the VA as a social work intern at the Jesse Brown VA Medical Center in 1985. Over the years, he has held both clinical and administrative positions in the VHA in Chicago, Minneapolis, and Washington, D.C. “My internship created an open window for me to really appreciate the mission of the VA—healthcare, education, research, and contingency support for the Department of Defense during times of war. I was hooked after witnessing my intern preceptors’ and supervisors’ commitment; I knew I wanted to be part of the team and a catalyst in making a difference,” relates Rabb.

Rabb plans to work with VHA’s stakeholders and part-

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Rabb, top, has experience in both healthcare and the military.

Middle, bottom, the VHA provides healthcare services to veterans of all ages and injuries. The organization aspires to mirror its diversity of patients in its employees.

ners to develop new strategies, education and training, and accountability systems that make diversity and inclusion a high priority in leading change and promoting cultural intelligence.

“Warriors and veterans heal better and quicker when they are in communities that understand them and respect them. Resiliency and recovery are nested in community. I also know the importance and value of creating a vision, strategic plans, and teamwork.” PDJ

WE NEED YOUR SPARK. Explore your career options with a company that is developing leaders.

See how your spark can make a difference.

www.walmartstores.com/careers

| NONPROFIT

Moving the Needle for WOMEN in the Boardroom

By Catalyst

D

DL

E SPITE A RECENT uptick in news coverage of the

gender leadership gap, pay equity, and women on boards, a recent study reveals that the needle still hasn’t budged for women aspiring to top leadership positions in the corporate world. It’s not enough to keep pointing out the problem—Catalyst and organizations with similar missions must propose solutions as well.

According to the 2012 Catalyst Census: Fortune 500 Women Board Directors and 2012 Catalyst Census: Fortune 500 Executive Officers and Top Earners: • Women’s share of board director and executive officer positions increased by only half a percentage point or less during the past year.

• Women held only 16.6 percent of board seats in 2012—the seventh consecutive year of no growth.

• Women held only 14.3 percent of executive officer positions—flat-lined for the third straight year.

• Women of color held only 3.3 percent of board seats, indicating no growth.

• More than two-thirds of Fortune 500 companies had no women of color board directors for the fifth consecutive year.

• Women held only 8.1 percent of top earner slots.

The situation is similar in Canada. Last year, the 2011 Catalyst Census: Financial Post 500 Women Board Directors showed that: • Women’s representation on Canadian (FP500) boards had increased by only half a percentage point from 2009 (to 14.5 percent).

• Nearly 40 percent of FP500 companies had no women on their boards.

• More than 46 percent of FP500 public companies had no women directors.

One key strategy for improving gender diversity on boards is demonstrating to corporate leaders around the world that a pool of talented, board-ready women candidates exists. Two recent initiatives to increase gender diversity on boards allow concerned companies to lead by

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example: advancing women in their own boardrooms and providing extraordinary leadership opportunities for top women executives around the world.

Catalyst Corporate Board Resource The Catalyst Corporate Board Resource empowers the organization’s Board Directors and member company CEOs to recommend for board service women they are personally willing to sponsor and endorse as “corporate board-ready.” This directory is a resource for companies conscious of the benefits of gender diversity to consult when board seats become available.

Catalyst Accord In 2012, Catalyst also created the Catalyst Accord, a unique initiative that invites FP500 Canadian companies to stand up and be counted by setting voluntary goals for increasing the representation of women in their companies over a five-year period. The goal is to see women’s representation in the FP500 climb to 25 percent by 2017.

These resources offer one solution to the underutilization of women leaders as corporate directors and the corresponding glacial progress in their representation on corporate boards. Catalyst’s research on the business case for women on corporate boards demonstrates that companies with more women on their boards, on average, financially outperform those with fewer women. A recent Catalyst report, Sponsoring Women to Success, also demonstrates that effective sponsorship can guarantee greater access to advancement opportunities for high performers. By directly sponsoring women qualified for board service, these resources and others address the growing need for women board directors and help correct the impression that there is a dearth of qualified women candidates. PDJ

Founded in 1962, Catalyst is the leading nonprofit membership organization expanding opportunities for women and business.

pepcoholdings.com

ENERGIZING A CULTURE

OF DIVERSITY. The energy we apply to encouraging a diverse workforce inspires innovation, fosters a culture of inclusion and leads to greater opportunities for individual growth. Diversity is a proud part of our history, and it will continue to be a touchstone as we apply our energy for a changing world.

Congratulations to Joseph M. Rigby, Chairman of the Board, President and CEO of Pepco Holdings, Inc., and the rest of the 2013 Leadership in Action award honorees.

Atlantic City Electric • Delmarva Power • Pepco

CEO | LEADERSHIP IN ACTION | 2013 AWARD WINNERS JAMES J. MURREN MGM Resorts International

TOM LINEBARGER Cummins, Inc.

MICHAEL B. POLK Newell Rubbermaid

DAN ASHE U.S. Fish & Wildlife Services

MOHAMMED ALI QED Foundation

ROBERT WATSON SaskPower

BILL MCFARLAND PwC Canada

DANIEL FULTON Weyerhaeuser

THOMAS R. VOSS Ameren ELLEN M. LORD Textron Systems WENDY C. SHEN FLOMO/Nygala Corp.

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PEDRO MARCET Privotal Group SONU RATRA Akraya, Inc.

MICHAEL W. LAMACH Ingersoll Rand

PATRICK C. DUNICAN JR. Gibbons PC

JOSEPH M. LECCESE Proskauer Rose LLP

LIAM E. MCGEE The Hartford

TRENT HENRY Ernst & Young LLP Canada

CLAYTON M. JONES Rockwell Collins JOHN B. VEIGHMEYER KPMG LLP

JOHN H. GRAHAM IV ASAE MARLA KOTT Imprint Plus

DEBORAH NEWMAN Ontario Ministry of Training, Colleges & Universities

JACKIE JENKINS-SCOTT Wheelock College

MATTHEW ANDERSON William Osler Health System

GEORGE CHAVEL Sodexo, Inc.

KEVIN W. WILLIAMS General Motors of Canada Limited

GORDON M. NIXON Royal Bank of Canada

ANDRE WYSS Novartis Pharmaceuticals Corporations

JORGE BENITEZ Accenture

JOHN J. SOROKO Duane Morris LLP

JEFF STUSEK Information Services Corp

JULIA MIDDLETON Common Purpose

JOSEPH M. RIGBY Pepco Holdings, Inc. CHRISTOPHER C. BOOTH The Lifetime Healthcare Companies, Inc.

CASSANDRA D. CALDWELL International Society of Diversity and Inclusion Professionals

March/April 2013

JULIE KAMPF JBK Associates, Inc.

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SPECIAL CEO IN ACTION AWARD GATEFOLD

Presenting the 3RD Annual

Leadership in Award

™

Recognizing CEOs Who Support Their Organizations’ Diversity and Inclusion Initiatives

I

T GIVES US GREAT PLEASURE TO PRESENT THE PROFILES IN DIVERSITY JOURNAL 2013 CEO LEADERSHIP IN ACTION AWARD TO THE CEOS FEATURED IN THE PAGES THAT FOLLOW. We honor these global companies for their unequivocal commitment to diversity and inclusion. This year, the CEOs provided commentary on two issues: how their company is personally involved in helping the economy recover, and their personal commitments to diversity over the past year. They each provided insightful words showcasing the personal significance of diversity and inclusion to themselves. We are honored to feature such powerful leaders, and especially hope that all the employees at these companies take pride in the diversity leadership shown by their CEO.

March/April 2013

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CEO|LEADERSHIP IN

ACTION AWARDS

Mohammed Ali

FOUNDER AND CEO

QED Foundation HEADQUARTERS: Bradford, West Yorkshire, UK

Deepening the Talent Pool and Diversity

WEBSITE: www.qed-uk.org

I founded QED-UK twenty-three years ago. Our influence is felt on the streets from Bradford to Pakistan, the Houses of Parliament, and in the hearts of many who suffered exclusion.

In the last eight years, we’ve helped over 500 new and settled immigrants every year, breaking down barriers towards their social and economic integration.

I first arrived in the UK as a child in 1969, and spoke no English. In 2001, I received the Officer of the Order of the British Empire (OBE) for my work with communities.

As the son of a migrant worker in the industrial mills of northern England, my father insisted I didn’t follow the hard labor of his life, but study hard. Education is at the heart of our work to improve the social and economic position of disadvantaged ethnic minorities, whether it be delivering language classes or educating the mainstream institutions on ways to work more effectively with communities and meet their needs.

We now deliver services, not just in education, but training, employability skills, and health awareness, working in partnership with the public, private, and the voluntary sectors to achieve our objectives.

I’ve advised several government departments including the Department of Work and Pensions and the Home Office in London and the European Integration Forum in Brussels. We’ve built bridges across all walks of our society in order to work together to eradicate poverty, disadvantage, and ignorance—the main causes of conflict and prejudice.

It isn’t easy: we are faced with a rising tide of Islamophobia and economic austerity.

A general ‘immigration anxiety’ clouds the way. Under those shadows, it’s important to celebrate what we have achieved. To mark our twenty-first anniversary in 2011 we hosted a photographic exhibition featuring portraits of role models from the ‘margins to the mainstream.’ It was an inspiring way to illustrate the powerful and positive influence that ethnic minorities have on shaping British life and identity.

We continue to face challenges. Our approach is to be innovative—QED became the first organization of its kind to deliver training in Pakistan to help immigrants before they arrive in Britain. ‘Integrate UK’ is in partnership with Mirpur University of Science and Technology with funding from the European Fund for the Integration of Third Country Nationals. We also run ‘English for Work’ classes to improve the integration of 250 women newly arrived to the UK, mainly from Pakistan and Bangladesh.

From education, influencing policy, to strengthening communities—I’m committed in leading our vision to turn challenges into opportunists and to make a better society a reality. PDJ

BUSINESS: Social enterprise REVENUES: $1.5 million

EDUCATION: BS, Huddersfield University; DBA, University of Bradford School of Management FIRST JOB: Quality control WHAT I’M READING: Storm Warning,

by Robin Brooke-Smith MY PHILOSOPHY: Get migrant communities into jobs and the inclusion/integration will take care of itself.

BEST ADVICE: Believe in unity in diversity.

INTERESTS: Walking, reading, and charity work

“Education is at the

heart of our work to improve the social and economic position of disadvantaged ethnic minorities in the UK and Europe.”

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PROFILES IN DIVERSITY JOURNAL

March/April 2013

CEO|LEADERSHIP IN

ACTION AWARDS

Matthew Anderson

PRESIDENT AND CEO

William Osler Health System HEADQUARTERS: Ontario, Canada WEBSITE: www.williamoslerhc.on.ca BUSINESS: Healthcare REVENUES: $610 million EMPLOYEES: 4,958

EDUCATION: BA, University of New Brunswick; MS, University of Toronto FIRST JOB: McDonald’s employee WHAT I’M READING: Winter of the World,

by Ken Follett MY PHILOSOPHY: “To whom much is given, much is expected.”

BEST ADVICE: “If things seem under control, you are not moving fast enough.”

– Mario Andretti INTERESTS: My kids, the Toronto Maple Leafs hockey team, all things nature/camping

“It has been an

extraordinary year for diversity at Osler, with national recognition of our initiatives.”

CEO is Hands-On with Diversity At Osler, we are committed to creating an inclusive, equitable, and accessible environment for all staff, volunteers, physicians, patients, and families. As one of Ontario’s largest hospitals, we serve over 1.3 million people in one of the fastest growing and most diverse regions in Canada.

It has been an extraordinary year for diversity at Osler, with national recognition of our initiatives. In October 2012, as part of the Exemplary Accreditation designation, the organization was awarded the leading practice in ‘Embracing Diverse Practices in Palliative Care.’ This recognition reflects a commitment to diversity and is evidence that we strive to deliver the very best in patient care by working to better understand our community’s unique needs.

In February 2013, Osler was selected as one of Canada’s Best Diversity Employers for 2013. This recognition is a first for the company, and demonstrates innovation in workplace diversity and inclusiveness, and a commitment to organization-wide integration.

We have been involved in developing and implementing a strong corporate diversity strategy to improve workplace diversity and patient-centered care. Recognizing that unique populations require unique planning, this strategy includes helping to build and foster community and clinical partnerships, as well as providing health promotion and community education in a culturally sensitive way to ensure vulnerable patients and families have equitable access to health information.

Among my passions are data, demographics, and metrics. We have strengthened their application to our diversity strategy to better understand patients, their potential inequities, and the diverse needs of the staff, physicians, and volunteers for a healthier internal community.

We also remain involved with key diversity initiatives including capacity-building, health equity education, and e-learning tools—now much sought after across Ontario.

I have also had the privilege to serve as a keynote speaker at the company’s Diversity Forums—with some tough questions and challenging dialogue.

Diversity reports, progress, and recommendations are regularly provided to me and my senior leadership team to ensure Osler is living its vision and values related to diversity.

I am proud of our diversity initiatives and successes. They provide unprecedented opportunities to demonstrate and strengthen our company’s commitment to equity and inclusiveness given our unique internal and external community. This is what attracted me to Osler in the first place! PDJ

March/April 2013

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CEO|LEADERSHIP IN

Dan Ashe

ACTION AWARDS

DIRECTOR U.S. Fish & Wildlife Service

HEADQUARTERS: Washington, D.C. WEBSITE: www.fws.gov BUSINESS: Conservation of fish and wildlife and their habitats REVENUES: $1.3 billion EMPLOYEES: 9,000

EDUCATION: BS, Florida State University; MS, University of Washington FIRST JOB: Bagging groceries WHAT I’M READING: On a Farther Shore: The Life and Legacy of Rachel Carson,

by William Souder MY PHILOSOPHY: Treat others as you would like others to treat you. And, as Mary Anne Radmacher says: “Live with intention; walk to the edge; listen hard; practice wellness; play with abandon; laugh; choose with no regret; continue to learn; appreciate your friends; do what you love; live as if this is all there is.”

BEST ADVICE: “If it is not right do not do it; if it is not true do not say it.”

– Marcus Aurelius INTERESTS: Waterfowl hunting, fishing, tennis, scuba diving

“We cannot succeed in

our conservation mission without the support and engagement of our partners and the American people.”

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Talent as Diverse as Nation’s Wildlife at U.S. Fish & Wildlife Service For more than a century, the U.S. Fish and Wildlife Service has worked to conserve our natural heritage for the benefit of all Americans. But like the United States itself, the conservation challenges we face—including the effects of climate change, water scarcity, and habitat destruction—are changing and growing.

We cannot succeed in our conservation mission without the support and engagement of our partners and the American people. We can’t secure that support unless we can demonstrate our relevance to an increasingly diverse and urbanized nation.

By bringing in talented, diverse people, we can foster new and innovative ways of thinking, while helping all Americans understand that they have a personal stake in fish and wildlife conservation. That’s why we have worked so hard to recruit and retain a workforce that reflects the diversity of our country.

We’ve developed a five-year plan designed to foster a culture that supports diversity and inclusion. We’re stepping that plan down by communicating regularly with employees and hiring managers, as well as implementing training requirements and promoting best practices.

We’ve created a program designed to identify and train leaders at all levels of the Service to serve as Diversity Change Agents. These men and women are advocates, problem solvers, and role models, providing vital support and feedback on the progress of diversity efforts.

One of our deputy directors, Rowan Gould, has taken charge of these efforts, overseeing recruitment activities of diverse applicants. We have hired nine recruiters to help us seek out diverse applicants.

We have built partnerships with organizations like Gallaudet University and the Gates Millennium Scholars and Washington Internships for Native Students Programs, helping us identify and attract diverse candidates. Interagency efforts like the Department of Veterans Affairs’ Coming Home to Work Program and the Department of Homeland Security’s Operation Warfighter Program have helped us recruit military veterans.

We’re not where we want to be, but we’ve made significant progress—and others are beginning to take notice. A few months ago, we were the only federal agency recognized by the State of Virginia as a 2012 Diversity Employment Champion.

While accolades are nice, our ultimate goal is to make diversity a routine part of how we do business. When it’s not a big deal to us or anyone else, we’ll know we’ve truly succeeded. PDJ

PROFILES IN DIVERSITY JOURNAL

March/April 2013

CEO|LEADERSHIP IN

ACTION AWARDS

Jorge Benitez

CEO, UNITED STATES AND SENIOR MANAGING DIRECTOR, NORTH AMERICA

Accenture

Emphasizing Training at Accenture

WEBSITE: www.accenture.com

At Accenture, we take the widest view of diversity and are committed to creating an inclusive and equitable environment for people with different backgrounds, lifestyles, expectations, and needs. We move beyond gender, race, religion, ethnicity, sexual orientation, and gender identity to create a work environment that welcomes all forms of differences. When I’m asked about Accenture’s culture of inclusion and how it was created, I often talk about our core values—especially Best People, Integrity and Respect for the Individual—as the foundation of an authentically diverse workplace. Inclusion and diversity are fundamental to our company, fostering a collaborative work environment that helps people succeed and enables the company to compete in the global marketplace.

Evidence of diversity everywhere, from the people who lead to Employee Resource Groups that bring together those with common interests and backgrounds, to the recognition Accenture has received from groups like the Human Rights Campaign and Working Mother. I see it in the more than two million résumés received each year—people want to join a diverse company.

I’m proud our company demonstrates inclusion quite publicly. For instance, we were one of the first companies to add sexual orientation and gender identity and expression information to its nondiscrimination policy. In 2010, we became one of nine companies in the U.S. to implement Transgender Transition Guidelines that comply with World Professional Association for Transgender Health standards.

In addition, women account for three of the ten non-management directors on our board, 17 percent of senior executives, and 20 percent of the Global Management Committee, the company’s primary governance group. International Women’s Day is a big celebration at Accenture with women and men participating in events in more than forty countries.

In addition to our core values, training is one way we spread our culture and extend our company’s inclusive nature. Last fiscal year, more than $850 million was spent on training, placing an emphasis on customized courses to help women and ethnic minorities grow their careers. Everyone begins training on their first day and, in addition to functional and technical skills, our curriculum focuses on developing knowledge of core values, how to treat one other, and how we can succeed together.

Overall, Accenture is a diverse company by character and by geography. What makes us an inclusive company is a deliberate focus on the people who make up the company and what they bring to their teams and clients every day. PDJ

BUSINESS: Management consulting, technology services, and outsourcing

March/April 2013

REVENUES: $27.9 billion EMPLOYEES: 259,000

EDUCATION: BS, University of Florida MY PHILOSOPHY: My personal philosophy is based in lessons from my parents, especially my father.

He told me things like ‘You are known by the people you associate with’ and ‘Your word is your bond.’ These may sound simplistic but they are true and have translated into my professional philosophy as well.

INTERESTS: Boating, golfing, and my family

“We move beyond

gender, race, religion, ethnicity, sexual orientation, and gender identity to create a work environment that welcomes all forms of differences.”

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CEO|LEADERSHIP IN

ACTION AWARDS

Christopher C. Booth

CEO

The Lifetime Healthcare Companies, Inc.

Actions Must Speak Louder Than Words

HEADQUARTERS: Rochester, New York

Our first business strategy—a motivated workforce—recognizes that employees are the backbone of our company. We want employees to feel valued for their contributions to customers, communities and company. We’ve committed to becoming a Fortune 100 Best Companies to Work For by 2016. Employees who are proud of their work, trust each other, and enjoy working with their colleagues result in satisfied and loyal customers, a competitive edge, and a positive bottom line.

Diversity and inclusion are inherent in our mission of providing affordable access to healthcare. Our employees and board of directors must mirror our members, patients, and communities. An emphasis on inclusion helps retain and recruit the best and brightest and enhances a culture of respect, fairness, and camaraderie. Because we value different perspectives, employees feel empowered to offer innovative solutions.

As the new CEO of The Lifetime Healthcare Companies, my actions must speak louder than my words in terms of diversity and inclusion. As a former practicing attorney, I know it’s the law. As a person, I know it’s the right thing to do.

Our C-Suite is becoming more diversified. Dorothy Coleman, our first woman chief financial officer and executive vice president, chairs our Diversity Advisory Council.

Recently, Wheeler Coleman joined us as chief information officer from Health Care Service Corp. Our Office of Inclusion is led by Chief Diversity Officer Dr. Marie Philippe. In addition to recruiting employees for board service and community project participation, she’s fostered the multicultural makeup of our employee population.

Through our Diverse Talent Acquisition programs, we’ve collaborated with inner city schools to give twenty high school students work experience, presented—with the Urban League and Black Nurses Association—scholarships to three minority urban scholars pursuing healthcare careers; sponsored two undergraduate diversity scholarships annually at St. John Fisher College; given forty college interns work experience so far; implemented ten employee resource groups including the Women & Empowerment Network and Veterans Group; and encouraged formal/ informal mentoring to help employees better understand each other one-on-one.

We were honored with the Profiles in Diversity Journal Diversity Leader award in 2012 and have received local recognition from the LGBT community, Rochester School District, and City of Rochester.

I dream of a time when there’s no need to hold companies and employees accountable for diversity and inclusion because our differences are treasured as a source of strength and pride. PDJ

WEBSITE: www.excellusbcbs.com

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PROFILES IN DIVERSITY JOURNAL

March/April 2013

BUSINESS: Healthcare financing and delivery REVENUES: $6 billion EMPLOYEES: 6,400

EDUCATION: BA, College of the Holy Cross; JD, Albany Law School of Union University FIRST JOB: Bagging groceries WHAT I’M READING: Born to Run: A Hidden Tribe, Superathletes, and the Greatest Race the World Has Never Seen, by Christopher McDougall MY PHILOSOPHY: Respect everyone. Listen.

Think before acting. Act with commitment and drive.

BEST ADVICE: Be yourself.

Trust your instincts.

INTERESTS: Running, reading, and golf

“Because we value

different perspectives, employees feel empowered to offer innovative solutions.”

CEO|LEADERSHIP IN

ACTION AWARDS

Cassandra D. Caldwell

FOUNDER AND CEO

International Society of Diversity and Inclusion Professionals

CEOs Can Use Profits to Create Jobs

HEADQUARTERS: Cary, North Carolina WEBSITE: www.isdip.org

Recent job reports show steady growth in job creation in the United States, which is encouraging. A closer look at this growth reveals that segments of our nation, specifically people of color, still have disproportionately high unemployment rates. These unemployment trends are addressed in one of the International Society of Diversity and Inclusion Professionals’ four strategic pillars focused on workforce diversity. Our workforce diversity initiatives strive to increase recruitment and retention competencies of diversity and inclusion professionals.

Networking events and conferences provide opportunities to build global business relationships, find jobs, and hire top talent. We also promote job opportunities through our career center and social media marketing.

In addition to our workforce diversity initiatives, The International Society of Diversity and Inclusion Professionals has been innovative in job creation with limited funding. The company is directly contributing to job growth through ten jobs established at the height of the recession. Because the company is a microbusiness, these jobs are all part-time independent contractor positions. As our company grows and the economy fully recovers, we will expand some of these jobs to more permanent positions. Whether full-time, part-time, or contractor work, any contribution to job creation is a boost to our nation’s economy.

CEOs can help bolster the economy by using a percentage of profits to create jobs and give back to communities. Fixing the economy is not solely the responsibility of government; public and private sector collaborations are critical to our nation’s economic success. Leaders of organizations, no matter how small, must make a serious commitment to promoting job growth—and that will require a certain amount of sacrifice. An economic recovery won’t happen unless leaders begin to earmark an increasing percentage of their profits to hiring. Only by “paying it forward,” reinvesting profits back into their organizations’ growth and productivity—and recruiting from a diverse pool of candidates—can organizations close the widening gap between the haves and have-nots within our society. CEOs must also commit to social responsibility by reinvesting profits back into the local communities where they do business to help spur public sector jobs.

The U.S. government can only do so much. It’s now up to our nation’s corporate leaders to spark an economic recovery that starts by creating more jobs. If this happens, then consumer confidence will increase; people will begin spending again and more jobs will be created. PDJ

March/April 2013

BUSINESS: Professional membership organization EMPLOYEES: 10

EDUCATION: BA, University of North Carolina at Chapel Hill; MPA, North Carolina Central University; PhD, The Ohio State University FIRST JOB: 4-H Youth Development Agent at North Carolina Cooperative Extension WHAT I’M READING: Giving Back: A Tribute to Generations of African American Philanthropists,

by Valaida Fullwood and Charles W. Thomas Jr. MY PHILOSOPHY: Never let anyone dictate your destiny.

BEST ADVICE: Life is filled with triumphs and defeats. There will be times when you will fall short of reaching your goals.

No matter how many times you fall, you have to get up and move forward.

INTERESTS: Community service, running, interior design, and international travel TWITTER HANDLE: @ISDIP

“As our company

grows and the economy fully recovers, we will expand some of these jobs to more permanent positions.”

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CEO|LEADERSHIP IN

ACTION AWARDS

George Chavel

PRESIDENT AND CEO

Sodexo, Inc. HEADQUARTERS: Gaithersburg, Maryland WEBSITE: www.sodexousa.com BUSINESS: Hospitality/food service/facilities management REVENUES: $8.5 billion EMPLOYEES: 118,300

EDUCATION: BA, Albion College FIRST JOB: Stock boy on the loading dock of my father’s candy and tobacco wholesale distributorship WHAT I’M READING: The Icarus Deception: How High Will You Fly?, by Seth Godin MY PHILOSOPHY: Be yourself.

Treat everyone around you with respect and dignity. Be open to new possibilities. Listen to good advice.

BEST ADVICE: Keeping employees happy is attainable by providing clear direction, setting expectations, and communicating intent.

INTERESTS: Playing the piano, golf, Pittsburgh Steelers TWITTER HANDLE: @SodexoDiversity

“Sodexo has delib-

erately and diligently undergone a cultural transformation, evolving into a recognized leader in diversity and inclusion.”

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Employee and Community Engagement is Key to D&I Success Sodexo has deliberately and diligently undergone a cultural transformation, evolving into a recognized leader in diversity and inclusion. Organizationally, strong advocacy for employee development opportunities has helped company leaders stay focused on the philosophy that diversity and inclusion represents who we are as an organization. I believe diverse employees are a strategic asset for Sodexo, clients, and customers, bringing unique perspectives and broad experience to problem solving and service delivery.

At a macro level, we partner with clients in fostering diversity, advancing sustainability in local operations, and helping communities grow and succeed. Given our focus on delivering services that improve people’s quality of life, Sodexo has a responsibility to help others learn and benefit from our experience.

Our philosophy, though, isn’t merely aimed at commercial achievement. It’s strongly tied to what we see as social commitments—to employee development, diversity and inclusion within our teams, and supporting local communities. As services continue to drive development in modern societies, they play increasingly critical business and social roles in addressing economic activity, employment, and individual needs. Through our approach to diversity and inclusion and quality of life-based services, Sodexo is positioned squarely at the intersection of business performance and social change.

At a more micro level, it’s important that we continue expanding our efforts, for example, by working on initiatives to increase and promote more women into leadership roles.

Continuously engaging employees is also critical for success and our Diversity Business and Leadership Summit (DBLS), which draws hundreds of employees and clients for professional development in building skills, knowledge, and awareness around different dimensions of diversity. Another key element adding value and strategic direction to our journey has been the creation of an external diversity and inclusion advisory board.

Members each represent a different dimension of diversity—their leadership and guidance have helped us place particular emphasis on fostering a culture of inclusion for all employees, including people with disabilities and LGBT employees, and have helped us remain accountable for making progress with diversity and inclusion objectives.

Our progress is exciting and impactful, but success only means we must raise the bar, identify new opportunities, and embed diversity and inclusion deeper into our strategy and organizational culture. PDJ

PROFILES IN DIVERSITY JOURNAL

March/April 2013

A job shouldn’t define you.

It should reflect you.

Glenda G. International Humanitarian Volunteer Nurse Practitioner

For such a diverse group of people, it’s amazing how alike we are.

Diversity and Inclusion at UnitedHealth Group. To the uninitiated, we may appear quite different. We represent a widely diverse group of cultural backgrounds, beliefs, perspectives and lifestyles. But inside each of us beats the heart of a relentlessly driven, crazy talented, mission focused professional. Our modest goals: Improve the lives of others. Change the landscape of health care forever. Leave the world a better place than we found it. So if you ever ask yourself, “Do people like me work here?” The answer is yes. We invite you to join us.

SM

Whatever makes you special will inspire your life’s best work.

Online at: yourlifesbestwork.com Or scan this QR code with your smartphone...

UnitedHealth Group is proud to be recognized as a 2013 Diversity Leader. facebook.com/uhgcareers

http://bit.ly/uhglinked

twitter.com/uhgcareers

youtube.com/uhgcareers

Diversity creates a healthier atmosphere: equal opportunity employer M/F/D/V.UnitedHealth Group is a drug-free workplace.

Candidates are required to pass a drug test before beginning employment. © 2012 UnitedHealth Group. All rights reserved.

CEO|LEADERSHIP IN

ACTION AWARDS

Patrick C. Dunican Jr.

CHAIRMAN AND MANAGING DIRECTOR

Gibbons P.C. HEADQUARTERS: Newark, New Jersey WEBSITE: www.gibbonslaw.com BUSINESS: Law firm REVENUES: $111 million EMPLOYEES: 392

EDUCATION: BA, Iona College; JD, Seton Hall University Law School FIRST JOB: Paper boy WHAT I’M READING: Wall Street Journal, New York Times, StarLedger, and Record (Bergen County, NJ) daily newspapers MY PHILOSOPHY: My business philosophy follows that individuals affiliated with an organization should sublimate their egos for the good of the entire organization.

When making decisions, they should never ask what is best for them, but rather what is best for their companies.

BEST ADVICE: The brilliant and hardworking lawyers of Gibbons P.C. teach me something new every day.

INTERESTS: New York Yankee baseball, New York Giants football TWITTER HANDLE: @GibbonsPC

“... many midsize

regional law firms have been acquired by large national and international firms or have closed altogether.”

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“Smart Growth” at Gibbons I believe the term “smart growth” best describes my firm’s successful strategy to navigate the economic downturn, survive and thrive in a volatile legal market, and, consequently, provide good jobs and otherwise play a meaningful role in a strong recovery, rather than resort to the mass layoffs (or even sell-offs) undertaken by so many firms in similar positions in our industry.

Over the past two decades, but particularly during the recent downturn, many midsize regional law firms have been acquired by large national and international firms or have closed altogether. While wishing to avoid these outcomes, Gibbons also understood that we needed to grow organically in the longer term, particularly in the Mid-Atlantic region where our clients’ business interests are centered, in order to stay competitive, maintain clients’ confidence, and continue to contribute appreciably to the regional economy and job market. Gibbons has therefore embarked on a strategy of accretive growth over the years, gradually adding more than 100 lawyers and opening offices in New York; Philadelphia; Trenton, New Jersey; and Wilmington, Delaware. This process involved meeting with many hundreds of lateral partner candidates and young associates alike, to ensure that their additions would enhance, not dilute, the firm’s sustainability and profitability; mission and client service; and reputation and corporate identity. It also involved constant adjustment, with the pace of job creation keeping consistent with the ebb and flow of the economy—again, always with the goal of avoiding layoffs.

As we counsel our clients to do, particularly in the current economy, we based our growth strategy on our core strengths and reinforced those strengths while comprehensively addressing clients’ needs, without haphazardly adding capabilities that might not fit in with our strategy or vision or adding attorneys who might not fit in with our corporate culture. Our targeted practice expansion reflected real-world market conditions, directly responded to client needs, enhanced traditional strengths, and advanced our position as a regional powerhouse handling major litigation and transactions for middle market companies and mid-market transactions and litigation for national and global entities.

Such smart growth also continues to ensure that there is no “fat” to cut if market conditions constrict, and that we are nimble enough to staff up or staff down on given matters as necessary. Our strategy relies on deep insight into our clients’ businesses, industries, and trends, along with equal knowledge of our own people’s unique skills, value, and service propositions. PDJ

PROFILES IN DIVERSITY JOURNAL

March/April 2013

CEO|LEADERSHIP IN

ACTION AWARDS

Daniel S. Fulton

PRESIDENT AND CEO

Weyerhaeuser Company HEADQUARTERS: Federal Way, Washington WEBSITE: www.weyerhaeuser.com BUSINESS: Forest products REVENUES: $7.1 billion EMPLOYEES: 13,200

EDUCATION: BA, Miami University (Ohio); MBA, University of Washington; Advanced Executive Program, Stanford University FIRST JOB: My first real job as a sixteen year old was working at a pharmacy.

WHAT I’M READING: Short Nights of the Shadow Catcher, by Timothy Egan MY PHILOSOPHY: When my two sons were young, I was a Scout leader, and we were committed to always leaving campsites in better shape than we found them. I apply that philosophy to everything I do.

BEST ADVICE: I had an instructor in the Navy who, in somewhat saltier language, would begin every test with the admonition to “read the question.” I think this applies to all aspects of life. We need to understand the objectives for ourselves and for those with whom we interact. Once informed, seek solutions.

INTERESTS: My wife and I are developing a wine grape vineyard in the Columbia Valley of Eastern Washington.

“Diversity is not

something to strive for—it is a fact.”

Developing Leaders, Inspiring Teams, and Building Partnerships A thriving economy depends on the strong engines of business to drive it forward. At Weyerhaeuser, our track record speaks for itself. For more than a hundred years, we’ve been growing and harvesting trees on a sustainable basis to create products that meet important human needs, while providing stable, meaningful jobs in communities across the continent.

We think trees are remarkable. Even more amazing are the forests where they grow— a renewable resource with limitless potential, not just for today, but for generations to come. But this potential cannot be unlocked without the care and dedication, expertise, and ingenuity of people. In today’s world, engaging the very best talent to help us achieve our vision means not only seeking a diverse workforce, but also cultivating an inclusive work culture.

Diversity is not something to strive for—it is a fact. It describes the world around us.

Each day, I interact with a wide range of people, all of whom bring vastly different skills and ideas to the conversation. So, for me, the question we must ask ourselves is not, “How can we be more diverse?” but rather, “Are we doing everything we can to embrace and unlock the power of our diverse experiences and distinct points of view?”

The company with the best answer to the second question should naturally become an employer of choice. People want to work where their unique contributions are respected, valued, and rewarded. When we tap the creativity, passion, and inventive spirit of all our people, the result is a strong, sustainable business that benefits society on multiple levels.

I’m proud of the work we’re doing at Weyerhaeuser to become that company. We strive to develop leaders who model inclusive behavior, inspire teams to execute winning strategies, and build partnerships to get lasting results. We encourage formal mentoring, support a range of affinity networks, and measure ourselves against how well we’re able to attract, develop, and retain the diverse, critical skills we need to be successful.

There is always more to be done, and I don’t pretend to have all the answers. The rapid shift in workforce demographics we are currently experiencing will demand shrewd focus and agility as we compete for the best and brightest. Most importantly, once they join our team, our culture must embrace all they have to offer. When we get this right, all our stakeholders—customers, investors, employees, and communities—will reap the rewards. PDJ

March/April 2013

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CEO|LEADERSHIP IN

ACTION AWARDS

John H. Graham IV

PRESIDENT AND CEO

ASAE

Extensive D&I Efforts Culminate in New Tool It should surprise no one that one in every three Americans is a part of our nation’s vital association and nonprofit industry. Whether as an employee, a member, a volunteer or a donor, at the heart of our community are people—researchers, innovators, mentors, and communicators—whose experiences and hard work collectively create a stronger America and world.

Our 21,000 members seek the best and brightest talent, coming to ASAE for four reasons: knowledge creation, professional development, advocacy, and community.

One way ASAE helps Americans find jobs is through our CareerHQ website, which is managed by our for-profit subsidiary ASAE Business Services. CareerHQ showcases jobs throughout the association and nonprofit community in America and around the globe. Members and nonmembers can also participate in webinars and career coaching to aid in their job search.

In virtually every business sector and industry across the country, associations mobilize millions and fuel economic growth, and I can’t imagine that working without diversity and inclusion (D&I).

In today’s competitive global environment, CEO leadership in D&I has never been more critical—or complicated. D&I is not a one-time conversation. It’s a signal of organizational relevance and survival. The numbers are important, but we also need to help frame a way to achieve D&I competency across many levels. And forward-thinking executives also must understand the business case as a rationale for action.

As ASAE’s CEO for the last nine years, ASAE’s Office of D&I has focused on inclusive leadership, not labels. Over 1000 members and volunteers in support of our D&I Committee have contributed to the creative thinking and implementation of ASAE’s D&I initiatives including: crafting a diversity statement, a business case statement, an organizational audit, strategic plans, a one-day leadership summit, a two-day conference, a pilot program for future board leaders, staff development initiatives, initiating domestic partners benefits, content and conversation kits, securing funding for our work, Diversity Executive Leadership Program, multicultural marketing and outreach efforts, and five years of research on diversity management practices that work in associations.

All of our D&I efforts have resulted in ASAE creating the first online diagnostic tool for associations: The Association Inclusion Index. It is a multiple choice survey about D&I policies, philosophies, and practices that offers associations strategies and solutions (not scores) for inclusive excellence. It’s launching in spring 2013. I am excited for our future. PDJ

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PROFILES IN DIVERSITY JOURNAL

March/April 2013

HEADQUARTERS: Washington, D.C WEBSITE: www.asaecenter.org BUSINESS: Nonprofit/association REVENUES: $35 million EMPLOYEES: 135

EDUCATION: BA, Franklin & Marshall College FIRST JOB: Boy Scouts of America WHAT I’M READING: Employee Engagement 2.0: How to Motivate Your Team for High Performance, by Kevin E Kruse MY PHILOSOPHY: Sweat the small stuff and the big stuff.

BEST ADVICE: Stay relevant INTERESTS: Grandchildren

“We need to know

the numbers, but forward-thinking executives also must understand the business case as a rationale for action.”

CEO|LEADERSHIP IN

Trent Henry

ACTION AWARDS CHAIRMAN AND CEO Ernst & Young LLP Canada

HEADQUARTERS: Toronto, Ontario WEBSITE: www.ey.com/ca BUSINESS: Assurance, tax, transactions and advisory services REVENUES: $901 million EMPLOYEES: 4,100

EDUCATION: BBA, University of Prince Edward Island; FCPA, FCA designations FIRST JOB: Staff Accountant at Ernst & Young WHAT I’M READING: The Partnership: The Making of Goldman Sachs,

by Michael Lewis MY PHILOSOPHY: Always push the boundaries and seek out opportunities to learn and experience new things.

BEST ADVICE: Strive to be interested—not just interesting; that means really listening to others, which will not only help expand your network, but also your mind.

INTERESTS:Spending time with family and friends, coaching hockey, and giving back to the community through nonprofit board appointments

“Given today’s

shifting economic conditions, I have never been more certain we are on the right path.”

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Canadian First: Defining Diversity as a Core Value In the global economy, growth, innovation, and talent can come from anywhere. I am proud to have been part of every stage of Ernst & Young’s ongoing journey to create a culture that is, and feels, inclusive, building on the unique attributes of each person.

I remember clearly “the early days” when we formally embedded our “People First” approach into our values. As I lead industry discussions on diversity and talent management, I have pursued a style of personal leadership that reflects my belief that organizations thrive best when they activate the full range of perspectives and strengths of their people. At EY, this approach enriches our competitive advantage and leads to bold ideas to help clients—making the most of Canada’s multicultural population and interdependence on global markets.

Given today’s shifting economic conditions, I have never been more certain we are on the right path. Shortly after I became CEO, I created the company’s first-ever role of chief inclusiveness officer, who sits on our executive committee, and established the Inclusiveness Steering Committee, responsible for identifying ways to seed principles of diversity, inclusion, and human equity into core processes including recruitment, succession planning, client service, and market growth. Along with relevant thought leadership on diversity subjects and ongoing industry activities in this field, chairing this committee is a demonstration to the whole organization that I not only endorse a vigorous diversity, inclusiveness, and human equity strategy, but that I believe it is business-critical to make it real.

I am proud of EY’s many important successes and of our unique workplace culture that has been recognized as one of Canada’s best diversity employers and one of the world’s best multinational workplaces. But our journey continues to evolve and I’m mindful of ‘diversity fatigue’ that can stall the best intentions. So I have recently announced a bold goal for Ernst & Young: to become Canada’s first organization to internalize inclusion as a core value and view human equity as a sustainable competitive advantage (achieve a “four” on the Human Equity Continuum). Our people know that they have my ear on this topic, and I am honored to work with them every day in shaping the next chapter of Ernst & Young’s journey. PDJ

PROFILES IN DIVERSITY JOURNAL

March/April 2013

IT’S ALMOST TIME...

Women Worth Watching

®

IN

2014

We invite your organization to participate in our 12th Annual Women Worth Watching® special celebration issue by nominating one of your most influential senior women executives. This special issue will showcase her commitment and achievements, and will bring acclaim to your company for promoting women leadership within your ranks.

If your nominee is selected to participate, she will be provided with a full page in the issue to write about her personal and professional contributions, achievements and leadership skills. To learn more about this special issue and nominate one of your senior leaders, please visit www.womenworthwatching.com/nominate

CEO|LEADERSHIP IN

ACTION AWARDS

Jackie Jenkins-Scott

PRESIDENT

Wheelock College

Increase in Diverse Students and Investments in Education Needed

HEADQUARTERS: Boston, Massachusetts

The growing body of research and literature on “diversity” indicates that the ability to work effectively in a diverse workforce is critical to being prepared for jobs in our innovation and knowledge-based twenty-first century economy. As president for nearly ten years, I have seen firsthand how a diverse student, staff, and faculty population is critical to providing a quality educational experience for our students, whom we hope will leave Wheelock prepared for success in today’s increasingly global society. In July 2012, we learned that the United States fell again in global rankings of our percentage of young adults earning a college degree. Our country is now ranked sixteenth in the world. The number of college graduates must more than double in order to achieve President Barack Obama’s goal of reclaiming world leadership in college graduation rates by 2020. This goal cannot be achieved without an increase in the diversity of students attending college and without investments in education. There also must be more intentional workforce preparation to increase our citizens’ skills and abilities to match the new knowledge economy.

This year, Wheelock celebrates its 125th Anniversary of living our mission to improve the lives of children and families. We strive to build an educational community that provides a challenging and nurturing intellectual environment built on a curriculum and pedagogy dedicated to diversity, social justice, and equality. We understand that a respect for human diversity and a genuine appreciation of how our many commonalities enrich our institutional mission and work are the best tools for our students as they graduate and make their contributions to society.

In the past seven years, we have made significant progress in our commitment to diversity. Today, 23 percent of all Wheelock undergraduate students are students of color and 32 percent of the 2014 class are students of color, with nearly 52 percent of this class being first in their families to attend college. I am most proud that our school has been recognized as having the most diverse faculty and staff of any institution in Boston, with nearly 30 percent of our faculty being African American, Latino, and Asian.

The United States is fast becoming a global, multilinguistic society, requiring intentional strategies for the preparation of the future workforce and leaders across all sectors.

Our proud legacy of a commitment to diversity, in all aspects of the college community, is a role model for institutions across the country. PDJ

BUSINESS: Higher education

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PROFILES IN DIVERSITY JOURNAL

March/April 2013

WEBSITE: www.wheelock.edu

EMPLOYEES: 380

EDUCATION: BS, Eastern Michigan University; MS, Boston University School of Social Work; Post Graduate Research Fellowship at Radcliffe College FIRST JOB: Commonwealth of Massachusetts, Department of Public Health WHAT I’M READING: Sister Citizen, by Melissa Harris Perry MY PHILOSOPHY: Work hard and live a life of integrity.

BEST ADVICE: Always treat others as you would like to be treated.

INTERESTS: Walking, reading, travel

“Our proud legacy of

a commitment to diversity, in all aspects of the college community, is a role model for institutions across the country.”

CEO|LEADERSHIP IN

ACTION AWARDS

Clayton M. Jones

CEO

Rockwell Collins HEADQUARTERS: Cedar Rapids, Iowa WEBSITE: www.rockwellcollins.com BUSINESS: Aerospace and defense REVENUES: $4.72 billion EMPLOYEES: 19,000

EDUCATION: BA, University of Tennessee; MBA, George Washington University FIRST JOB: U.S. Air Force Officer WHAT I’M READING: How will You Measure Your Life

by Clayton Christensen and The Presidents Club by Nancy Gibbs and Michael Duffy MY PHILOSOPHY: Strive to achieve your full potential, and help others achieve theirs as well.

BEST ADVICE: Keep your professional and personal life in balance; you control that priority.

INTERESTS: Golf, skeet/trap shooting, music

“At Rockwell Collins,

the complexities of our products and solutions necessitate diverse abilities across our workforce.”

CEO and CDO as One at Rockwell Collins At Rockwell Collins, we’re deeply aware that the future of our company depends on our ability to attract, retain, and engage people—and the ability of those people to provide innovative solutions for customers around the world.

I’m a firm believer that diversity drives innovation. That is one of the reasons eight years ago we established an Office of Diversity, which I chair as chief diversity officer.

In that role, I’m supported by our senior leadership team, who serve as my Executive Diversity Council.

As a result, I am personally responsible in ensuring that diversity strategies are owned at the executive level and reflect the highest priority of senior leadership at Rockwell Collins.

Last year, we used this model to expand our diversity and inclusion strategies, ranging from the continued development of Diversity Focus—a nonprofit consortium we initiated in our headquarters city, Cedar Rapids, which connects community organizations supporting diversity—to enhancing active employee resource groups that offer mentoring and professional development opportunities.

Over the past year we have made significant progress raising awareness of the value of hiring people with disabilities, as well as veterans.

We expanded diversity partnerships to include such organizations as the Student Veterans of America and the U.S. Chamber’s Hiring our Heroes program. We also increased our level of engagement with the National Organization on Disability and the Employer Assistance and Resource Network, seeking their counsel and guidance in driving efforts to become a more educated and disability-friendly company.

Each of these organizations brings a unique perspective that we believe supports our long-term hiring and retention strategies.

We’re pleased to have earned some recognition for our efforts this year—including being named by DiversityInc as one of the top ten companies for people with disabilities in 2012.

At Rockwell Collins, the complexities of our products and solutions necessitate diverse abilities across our workforce. I’m convinced that creating a more welcoming and inclusive environment for people with disabilities and veterans is another facet of our diversity journey that will provide innovations required to make our company successful far into the future. PDJ

March/April 2013

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CEO|LEADERSHIP IN

ACTION AWARDS

Julie Kampf

CEO AND PRESIDENT JBK Associates, Inc.

HEADQUARTERS: Englewood, New Jersey WEBSITE: www.jbkassociates.net BUSINESS: Executive search and talent solutions EMPLOYEES: 15

EDUCATION: BS, University of Rhode Island FIRST JOB: Management Training Program, RH Macy’s Inc. WHAT I’M READING: The Harvard Business Review all the time MY PHILOSOPHY: If you can see what you want to achieve and help your mind to believe it, you can make it happen.

BEST ADVICE: Don’t be afraid to take a risk, (calculated of course), be generous, and be ethical. When exercised together simultaneously, the outcome can bring you great success, great joy and great contentment.

INTERESTS: My family, golf, decorating TWITTER HANDLE: @JBK_Associates

“When everyone who

wants diversity and inclusion demands it, the American workplace will truly see the power of diversity in action.”

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Bringing Diversity to Business DNA Running an executive talent solutions firm has given me hundreds of opportunities to see the value of diversity and inclusion, and my role as a diversity champion has become one of the most meaningful parts of my work. Over the course of my career, I’ve progressed from working to advance the cause with my employers to advancing it with my own firm and clients to an even broader and more ambitious goal. Five years ago, my firm launched a “DNA Campaign” to help make “Diversity iN Action” an essential part of corporate social responsibility nationwide.

Today, I work hard to keep diversity at the forefront at JBK Associates. Over the last twelve months, that has meant making accessibility a requirement for any new office space we consider, making every employee responsible for learning about the latest trends shaping diversity and inclusion in the workforce, and integrating diversity and inclusion into our twice-yearly staff retreats. It also means maintaining diversity as the first of the three pillars of our own corporate social responsibility program; maintaining a team that is multiracial, multigenerational, and genderbalanced, with key executives from different faiths and backgrounds; and maintaining flexible work schedules, part-time, and telecommuting opportunities for employees who need them.

JBK’s culture of diversity inspires the team to help clients build a better workforce, and one of my goals is to make sure that every client fulfills its vision for diversity and inclusion. Today, we work with organizations that are diversity leaders, ensuring that 90 percent of candidate slates include individuals of diverse background and/or experience and that we have diverse candidates in 70 percent of our executive placements. Because hiring is just the start of a true commitment to diversity, we also continue to expand and deepen our services.

I believe that our nation’s employers won’t become fully diverse and inclusive until more of us insist on it, and that’s why I’m working harder than ever to spread the message about diversity and inclusion wherever I can—at meetings and conferences, in articles and interviews, in speeches and letters, at work, and in the community. When everyone who wants diversity and inclusion demands it, the American workplace will truly see the power of diversity in action. PDJ

PROFILES IN DIVERSITY JOURNAL

March/April 2013

CEO|LEADERSHIP IN

Marla Kott

ACTION AWARDS CEO Imprint Plus

HEADQUARTERS: Richmond, British Columbia WEBSITE: www.imprintplus.com BUSINESS: Office supplies manufacturing and development REVENUES: $10 million EMPLOYEES: 54

EDUCATION: BS, Brandeis University; CA, McGill University FIRST JOB: Shakey’s Pizza WHAT I’M READING: Anything by Ayn Rand MY PHILOSOPHY: Aim higher.

BEST ADVICE: Be risk-ready.

FAMILY: Son and Daughter FAVORITE CHARITY: Richmond Food Bank INTERESTS: Mentoring other women in business

“Moving forward is a

matter of internal and external growth, and diversity fosters the positive transitions that develop our internal skills.”

Diversity: The Microcosm of a Demographic In the twelve years that I have been CEO of Imprint Plus, I have continued to discover the benefits derived from, and the responsibilities attached to, one’s diverse corporate identity.

In a world where “uniqueness” in business is highly valued, a diverse culture automatically adds an element of the uniqueness necessary to achieve success. Running a sound business is not just a matter of providing a product or a service that meets the needs of a demographic, rather it is adopting a perspective that represents that demographic from as many angles as possible, and then identifying with those needs as if they are your own. As a diversity company, we share attributes of our diverse customers. Resembling this customer demographic, we can be expected to more proactively serve, adapt, and innovate to this fast growing customer niche.

Comprised of a small, very tightly knit group of highly skilled, highly capable, and diverse individuals, the company has been steadily growing and evolving as a whole.

More important than adapting to change, however, is making change. Moving forward is a matter of internal and external growth, and diversity fosters the positive transitions that develop our internal skills. Imprint Plus has several initiatives in place that cater to the continued growth of our employees; we focus on continuous learning that is supported by a combination of courses given at local colleges and universities, and in-house training by engineers and other highly skilled professionals. An internal goal of 50 percent of our employees being trained in lean manufacturing speaks to continuous improvement on internal processes.

In addition to staying current, efficient, and relevant, we also need to support other diverse organizations through vendor selection. Imprint Plus tracks diverse spending as do so many companies who are affiliated with WBENC and WeConnect International. We are always enthusiastic participators in diversity conferences; I personally am proud to be a spokesperson, sharing my own experience to assist others.

So how has being a diverse business shaped our company? We share the benefits of affiliations and relationships from the great organizations that support companies such as ours, and we recognize the responsibility to invest our profits in our employees, other diverse vendors, and the need to continuously amaze every unique customer. PDJ

March/April 2013

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CEO|LEADERSHIP IN

ACTION AWARDS

Michael W. Lamach

CHAIRMAN AND CEO

Ingersoll Rand

ERGs Essential for Finding Diverse Talent

HEADQUARTERS: Swords, Ireland

Our first priority as a global company is to meet our customers’ needs with the best products and services possible. As we do this, we become more competitive and are able to further grow our operations in the U.S. and around the globe.

Having engaged, talented employees ensures our ability to exceed our customers’ expectations. And helping Americans obtain the skills required to qualify for in-demand jobs is an enabler of our success.

For example, finding skilled candidates in the science, technology, engineering and math (STEM) space is critical for Ingersoll Rand. The U.S. manufacturing industry is expected to face significant talent challenges in these fields as baby boomers retire. This is because fewer members of Generation Y are pursuing STEM careers. I am involved with industry associations and organizations that promote the advancement of STEM, and Ingersoll Rand supports STEM education. Obtaining STEM skills and pursuing careers in these fields opens great opportunities for the next generation of American workers.

Another way we help Americans find jobs is by recruiting veterans of the armed forces through our U.S. military veteran recruiting. Many specialties in the armed services—such as logistics and supply chain management—map directly to job positions at Ingersoll Rand. Our Military Recruiting Team is composed of former military personnel who can match candidates with available opportunities.

As a major global employer, we look for employees with diverse backgrounds, experiences, talents, and skills. Given the pace of change in the world, the growth in emerging markets and the increasingly varied needs of our customers, a diverse workforce is essential. This diversity spurs innovation, enabling Ingersoll Rand to respond to customers with new products and services that they need and want.

Ingersoll Rand’s Employee Resource Groups (ERGs) play an important role in helping us fill positions with diverse talent. Our employees in these groups talk with their neighbors, friends, and families across the United States about working at Ingersoll Rand. They know the skills we need to succeed and can help others become aware of opportunities. Our ERG members are diverse in their thinking and experiences, and are active in professional and civic organizations. They become some of our strongest advocates for simultaneously finding qualified candidates and helping us foster a progressive, diverse, and inclusive organization.

Through efforts like these, we help Americans gain job skills that are in demand in the marketplace, and we are better able to build our own workforce with the most qualified talent. As we do this, we will continue to exceed our customers’ expectations and be an innovative leader in the marketplace. PDJ

WEBSITE: www.ingersollrand.com

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PROFILES IN DIVERSITY JOURNAL

March/April 2013

BUSINESS: Industrial REVENUES: $14 billion EMPLOYEES: 46,000

EDUCATION: BS, Michigan State University; MBA, Duke University FIRST JOB: Sales engineer WHAT I’M READING: Killing Kennedy: The End of Camelot, by Bill O’Reilly and Martin Dugard; World Without End, by Ken Follett MY PHILOSOPHY: Surround yourself with people who are smarter than you are.

BEST ADVICE: Don’t worry about the next job.

Focus on delivering results and new opportunities will come to you.

INTERESTS: Spending time with family, boating, golfing

“As a major global

employer, we look for employees with diverse backgrounds, experiences, talents, and skills.”

CEO|LEADERSHIP IN

ACTION AWARDS

Joseph M. Leccese

CHAIRMAN

Proskauer Rose LLP

Practicing Diversity as We Practice Law

HEADQUARTERS: New York City WEBSITE: www.proskauer.com

Proskauer’s commitment to diversity, like our commitment to public service and pro bono work, is a core firm value.

Many of our lawyers are the children and grandchildren of those who experienced firsthand the fundamental unfairness of judgments based on assumption or bias rather than merit. We are committed to ensuring that each individual has the opportunity to reach his or her potential at our firm, so that we are not deprived of their talents and they are not deprived of opportunity.

Diversity enriches our daily experience by allowing us to incorporate a variety of backgrounds and experiences into the fabric of our organization. These differences provide fresh perspectives that generate creative solutions for clients.

Clients expect the innovative thinking that diversity engenders. They also expect their outside counsel to mirror the demographics of their own workforce and stakeholders.

A commitment to diversity starts at the top and extends throughout the firm. It is a key factor in the firm-wide strategic plan and a priority at executive committee meetings, partner assemblies, and associate forums. It is reflected in a broad range of firm-sponsored affinity groups and it permeates recruiting, staffing, and mentoring initiatives.

To expand our talent pool, we began the Silver Scholar Program, named after former Proskauer chairman Edward Silver, who was a champion of employment fairness, diversity, and equal opportunity. Under the program, eligible law students receive a summer associate position in our firm and a cash-award opportunity of up to $30,000.

This commitment involves long-term investment. We are active, longtime supporters of programs that recruit college students of color for law careers and high school programs that build excitement about attending college and law school among diverse students.

We also recognize that there is always room for improvement and hold ourselves accountable for ongoing progress. The different backgrounds, perspectives, and life lessons of our people reach far and wide. By building a culture that respects and harnesses their collective talents, skills, and experiences, we will continue to meet clients’ expectations, while strengthening our firm and enhancing the opportunities for all employees to achieve their full potential. PDJ

March/April 2013

BUSINESS: Law REVENUES: $736 million EMPLOYEES: 1,500

EDUCATION: BA, Georgetown University; JD, University of Virginia Law School FIRST JOB: Delivery boy WHAT I’M READING: On China, by Henry Kissinger MY PHILOSOPHY: Transparency is the best color.

BEST ADVICE: Failing to prepare is preparing to fail.

INTERESTS: Sports (it’s my living)

“Clients expect the innovative thinking that diversity engenders.”

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CEO|LEADERSHIP IN

ACTION AWARDS

Tom Linebarger

CHAIRMAN AND CEO

Cummins, Inc. HEADQUARTERS: Columbus, Indiana WEBSITE: www.cummins.com BUSINESS: Diesel and natural gas engines and related technologies REVENUES: $17.3 billion EMPLOYEES: 46,000

EDUCATION: BS, Stanford University; BA, Claremont McKenna College; MS, Stanford Graduate School of Business; MBA, Stanford Graduate School of Business WHAT I’M READING: There are too many to pick just one.

MY PHILOSOPHY: My personal values and what drives me every day are based in large part on three things that are most important to me: family, fun, and friendships; fairness and justice; and hard work.

“I work hard every day

to carry on the legacy of commitment to diversity, not only because it is the right thing to do, but it because makes our company better.”

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Former CEO Inspired Belief in Diversity Appreciating diversity is important to me both personally and professionally. The diversity of people, their backgrounds and cultures, their perspectives and life experiences, their unique talents and styles, makes both our workplace and our community more interesting, meaningful, and full of greater possibilities. So, I guess it is no surprise that our company’s long-standing commitment to diversity was a key reason I was attracted to Cummins more than twenty years ago.

In fact, I remember the morning I went to the career center at Stanford Business School all those years ago. As I walked into the career center, I had never heard of Cummins before, so I was really starting from scratch. However, shortly after I started reading, I found a picture of our former CEO and Chairman, Irwin Miller, next to his quote about diversity: In the search for character and commitment, we must rid ourselves of inherited, even cherished biases and prejudices.

Character, ability and intelligence are not concentrated in one sex over the other, nor in persons with certain accents, or in certain races, or in persons holding degrees from some universities over others.

When we indulge ourselves in such irrational prejudices, we damage ourselves most of all and ultimately assure ourselves of failure in competition with those more open and less biased.

That quote inspired me. And it told me that this company was different. As I read the rest of the material and learned about the values of the leaders I met from Cummins shortly thereafter, I was convinced that this was a company that I wanted to work for and build a career.

Twenty years later, the joy and pride I experience every day as an employee has only grown. I work hard every day to carry on the legacy of commitment to diversity, not only because it is the right thing to do, but it because makes our company better. Whether it is meeting with the over 100 affinity groups that support diversity throughout our company, participating in regular employee town hall meetings on diversity, supporting recruiting and supplier diversity initiatives teams in their good work, or advocating publicly for diversity in our communities, I am proud to lead a company that has made diversity a core company value, and I know our company is great today because we embrace diversity. PDJ

PROFILES IN DIVERSITY JOURNAL

March/April 2013

CEO|LEADERSHIP IN

ACTION AWARDS

Ellen M. Lord

PRESIDENT AND CEO

Textron Systems

Talent Management Supports Economic Stability

HEADQUARTERS: Providence, Rhode Island WEBSITE: www.textronsystems.com

I believe many of the same sound business strategies serve companies well regardless of the macro environment. However, in this time of domestic and international economic and political uncertainty, effective leaders must have a laser focus on execution excellence, as well as profitable growth. As a defense contractor, Textron Systems has had to confront business uncertainties for some time. We have done so by putting an extraordinary effort into talent management to keep our business strong, which we believe is the best way we can support economic stability.

Recruiting, developing, and retaining talented employees in all disciplines are cornerstones of our success. We look particularly to college campuses to identify and recruit upand-comers in multiple disciplines, keeping us on the cutting edge and showing America’s youth the exciting challenges and opportunities they can experience by developing solutions for the most advanced military in the world. Our employees not only design and build platforms for U.S. and allied militaries, they operate and maintain these platforms in the field. We also value former military and government service employees for their unique understanding of our customer base and its needs—veterans bring unparalleled skills and knowledge to our mission.

We are building a deep bench so that we can promote from within. Investing in employees, and stretching them to embrace new roles, drives business success. We have a robust management assessment process that allows managers to identify high-performing employees across functions and quickly match those individuals with opportunities to learn and grow. Actively managing talented people at all stages of their careers, giving them opportunities to grow and training to thrive—these are ways that all employers can continue to keep American industry vital.

To be a successful part of a growing economy, businesses must think globally.

Our customer base is diverse, and we thrive when we nurture diversity of experiences, opinions, skills, and education in our workforce. Likewise, to be productive in this global economy we need to not only export our products and services, but also develop a global integrated supply chain.

I believe the strength of an organization comes down to its people. Only people can capture global market opportunities and generate business success. PDJ

March/April 2013

BUSINESS: Aerospace and defense REVENUES: $1.8 billion EMPLOYEES: 4,750

EDUCATION: BS, Connecticut College; MS, University of New Hampshire; Textron Six Sigma Black Belt FIRST JOB: Analytical chemist WHAT I’M READING: Eiffel's Tower, by Jill Jonnes MY PHILOSOPHY: Focus on a critical few items, and constantly communicate your vision.

BEST ADVICE: Always hire people who are smarter than you.

INTERESTS: Cooking, gardening, athletics, community involvement

“Investing in

employees, and stretching them to embrace new roles, drives business success.”

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CEO|LEADERSHIP IN

ACTION AWARDS

Pedro Marcet

CEO

Provital Group

Multinational, Global Employees Benefit Company Provital Group is a small, Barcelona-based global organization that for over thirty years has specialized in the research, production, and sale of natural active ingredients for the cosmetic industry to service men and women of diverse nationalities, ethnicities, ages, requirements, religions, priorities and cultural profiles.

Our success is the result of a committed, diverse workforce. We have eighty direct employees of ten different nationalities in eight locations (Spain, Germany, France, Poland, Mexico, Brazil, and China), presence in USA and Canada through a partnership with Centerchem, Inc., and fifty distributors to service eighty-five countries worldwide.

Our policy is to have local management in each subsidiary in order to match the cultural and governance characteristics of the country and the highly diverse profiles of distributors, partners, and customers.

There is no salary gap between men and women employees because we reward performance and results regardless of gender or any other diversity feature.

We offer our employees specific programs designed to improve their personal and professional lives: annual education plans, life insurance, medical insurance, saving plans, subsidized catering service, flexible working hours, maternity and paternity leave, adapted working days to special family situations as well as to study programs, and company benefits. Our facilities have also adapted accessibility for disabled people.

We promote mobility of our staff to other countries to improve customer service for those of different cultures. We have scholarship programs through several universities, and every year we welcome six to eight students from different countries interested in chemical research, production, and marketing.

We strive to create multicultural understanding amongst our staff through specific initiatives: multiethnic catering, a multicultural calendar, and partnerships and donations to various NGOs. In 2012 our employees and the company voluntarily collaborated with Intermon Oxfam’s Water Bank in Ethiopia project.

Our company is a pioneer in signing and living up to Equality Standards set by the State of Spain, the European Diversity Charter, and we are one of the main sponsors of Diverse Artists, a project to promote social and professional inclusion of disabled persons through the arts. We also hold the Fair Trade Flo-Cert certificate for the cinnamon we use—it is harvested from a group of farmers in Sri Lanka with fair working and living conditions. PDJ

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HEADQUARTERS: Barcelona, Spain WEBSITE: www.provitalgroup.com BUSINESS: Chemicals and natural ingredients for personal care industry REVENUES: €16.2 million EMPLOYEES: 80

EDUCATION: Universitat Politécnica de Catalunya, Spain FIRST JOB: Sales of surfactants and oleochemicals WHAT I’M READING: Victus, by Albert Sanchez Piñol MY PHILOSOPHY: What is good for me is not necessary good for others, whether that is family, collaborators, clients, suppliers, or friends.

BEST ADVICE: Look at a past situation, identify what should not be repeated, and then learn to develop new tools to address the opportunities and challenges of new scenarios.

INTERESTS: Family, friends, reading, cooking, classical music, traveling, intercultural relations, and sports (mainly golf and soccer)

“We promote mobility of our staff to other countries to improve customer service for those of different cultures.”

CEO|LEADERSHIP IN

ACTION AWARDS

Bill McFarland

CEO

PwC Canada HEADQUARTERS: Toronto, Ontario WEBSITE: www.pwc.com/ca BUSINESS: Assurance, tax, and advisory services REVENUES: C$1,202.2 million EMPLOYEES: 6,105

EDUCATION: BCom, University of Toronto FIRST JOB: CA in training WHAT I’M READING: The 4 Disciplines of Execution, by Chris McChesney, Sean Covey and Jim Huling MY PHILOSOPHY: Greater diversity results in more successful businesses.

BEST ADVICE: Find a job you love and it won’t be work.

INTERESTS: Sports: hockey, golf, cycling

“Having diversity of

thought around the decision-making table, through diverse backgrounds and experiences, moves us from traditional thinking to truly dynamic and innovative leadership.”

Embedding Diversity in All Business Making a difference to the success of our clients, people, and communities starts with an ability to see and relate to different perspectives. Canada is one of the most diverse nations in the world and reflecting that diversity and being inclusive in the way we do business is not only the right thing to do but also good business.

Creating an inclusive environment where people feel valued for their diverse perspectives, ideas, skills, and experiences, and are given equal opportunities to succeed means means doing three things: leaders must do what they say they will do, building more awareness throughout their organizations, and embedding diversity in everything we do. It also means fundamentally shifting the way we think about diversity and inclusion, evolving the conversation beyond being about groups in the workplace, to seeing every individual as unique and creating an environment where everyone’s able to develop to their full potential.

When I became CEO in July 2011, one of the first things we did was to create a dedicated Diversity and Inclusion Office. We now have diversity and inclusion leaders across the country supporting and promoting our strategy.

I’m proud that we have a diverse executive leadership team and believe that diversity of thought is helping us come to better business decisions. My extended leadership team recently took part in 360 degree diversity and inclusion assessments (the ‘Equitable Leader Assessment’). The results provided a benchmark of where we are today as a team and individuals. It provided real data for developmental feedback which is being used during one-on-one executive coaching sessions, and in setting goals and areas for each of us to improve upon over the next twelve months.

Being inclusive means listening to what people say and taking the right actions as a result of those conversations. As an example, last fall, we invited our entire firm to tell us how we can foster a more inclusive work environment where individual differences are respected and valued. The survey provided us with valuable insights into how we’re perceived by our people.

Our commitment to diversity and inclusion is also important to our clients and the communities where we work and live. We’ve been an active member of the “Diversity Roundtable” and are now collaborating in creating a national website for members to share and collaborate.

Leaders have a huge impact in moving organizations, so I keep diversity and inclusion top of mind by weaving it into my conversations and interactions with clients, employees, teams, and communities. We’ll know we’ve been successful when it’s not a separate agenda item; rather, it’s the way we act and behave. PDJ

March/April 2013

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ACTION AWARDS

Liam E. McGee

CHAIRMAN, PRESIDENT AND CEO

The Hartford

Creating Jobs by Unleashing Small Businesses When I was a boy, my parents and I moved from Ireland to southern California, where I was brought up to view America as the land of economic opportunity and social mobility.

I came to see that anything is possible in America. Its energy and passion are especially evident among the nation’s small business owners and entrepreneurs, who are my greatest source of confidence in the future.

One way to help more Americans find jobs is to make it easier for the country’s biggest job creators—small businesses—to invest, hire, and grow.

To learn how to help them succeed, The Hartford conducted one of the most comprehensive studies of small businesses ever, seeking the perspectives of 2,000 owners from across industries and the country.

We learned how big an issue taxes are, with 59 percent of these owners calling taxes a major risk to their business, second only to slow economic growth. Higher taxes would prompt more than half to postpone hiring.

In addition, nearly three in five small business owners experience at least some difficulty obtaining capital. New thinking is needed to help small businesses secure funding for expansion.

For many years I worked within one of the world’s most ethnically diverse cities, Los Angeles, where a new economic engine has emerged—the thousands of immigrant entrepreneurs from Mexico, China, Vietnam, the Philippines, Korea, India, and elsewhere. These entrepreneurs and their millions of counterparts across the country help drive America forward in good and bad economic times.

Allowing more of them to remain on U.S. soil would keep some of that economic activity here.

Small businesses are the foundation of the American economy. If we can restore their confidence in the future, they can add jobs and help fuel growth. To eliminate uncertainty about the tax and regulatory environment and encourage small businesses to hire, political leaders in both parties need to reduce posturing and brinksmanship and focus on solving the country’s pressing policy issues. We should celebrate the people who invest, innovate, build, and bring new products and services to market. They offer proof that working hard, taking risks, and persisting in the face of obstacles will lead to success. PDJ

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PROFILES IN DIVERSITY JOURNAL

March/April 2013

HEADQUARTERS: Hartford, Connecticut WEBSITE: www.thehartford.com BUSINESS: Insurance REVENUES: $26.4 billion EMPLOYEES: 20,000

EDUCATION: BA, University of San Diego; MBA, Pepperdine University; JD, Loyola Law School FIRST JOB: Delivering newspapers WHAT I’M READING: Everything—news, politics, sports, history, biography, and more MY PHILOSOPHY: Live with integrity, courage, and passion, and recognize there are no shortcuts to self-fulfillment and success.

BEST ADVICE: No matter how far you go in life, don’t forget those who came before you on whose shoulders you stand.

INTERESTS: My family, reading, contemporary art, music, travel, staying fit

“One way to help more Americans find jobs is to make it easier for the country’s biggest job creators—small businesses—to invest, hire, and grow.”

CEO|LEADERSHIP IN

ACTION AWARDS

Julia Middleton

CEO

Common Purpose Charitable Trust HEADQUARTERS: London, United Kingdom WEBSITE: www.commonpurpose.org BUSINESS: Leadership development REVENUES: £6 million EMPLOYEES: 70

EDUCATION: MS, London School of Economics FIRST JOB: Course Director, Industrial Society WHAT I’M READING: The Economist MY PHILOSOPHY: Eyes on the hills, feet on the ground.

BEST ADVICE: In God we trust.

Everything else in writing.

INTERESTS: Gardening TWITTER HANDLE: @JuliaMiddleton

“Our aim is to fill

this space with as many, and as diverse, people as possible— people who may not see themselves as leaders in a traditional sense.”

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Diversity Never Done at Common Purpose In every society, there is an invisible, vital “space.” It lies between the individual and the state, between the immediate responsibilities facing each individual and the institutional responsibilities of the government. It is a place where people come together and act for the greater good. And it is open to everyone, from every sector of society.

In an unhealthy society, this space is empty. People leave the decisions to governments.

They are active in their private lives, but passive towards the world around them.

In a healthy society, this space is full. It teems with individuals, businesses, community organizations, and political groups. It is alive with energy and entrepreneurial activity.

People hold institutions and the powerful to account. They oppose and propose. And, free from the short-term pressures, they can think and act for the longer term and in the wider interest of society.

At Common Purpose, we have a passionate belief in the importance of this space. In our view, this is at the core of society—active not passive. Involving the best leadership from all parts of the community.

Our aim is to fill this space with as many, and as diverse, people as possible—people who may not see themselves as leaders in a traditional sense. We want to give them the knowledge, inspiration, and connections they need to be effective. To encourage all kinds of people into it, and to see all kinds of initiatives come out of it.

We believe that they will then be able to counterbalance the forces of fragmentation in society, getting communities to work better together. They will be better at using and combining scarce resources. And though they may only seldom produce huge shifts, they will deliver the accumulation of many small ones from which most change emerges.

We draw on the widest possible variety of sectors, areas, beliefs, and social groups.

However diverse a Common Purpose group is, it can’t be diverse enough. It’s got to have every perspective—an incredible richness and difference of understanding and approach— in every possible way. The word diversity can sometimes be monotonous, but ours is a multiple slice of every possible type of diversity you can find in a community. PDJ

PROFILES IN DIVERSITY JOURNAL

March/April 2013

CEO|LEADERSHIP IN

ACTION AWARDS

Jim Murren

CHAIRMAN AND CEO MGM Resorts International

HEADQUARTERS: Las Vegas, Nevada WEBSITE: www.mgmresorts.com BUSINESS: Entertainment and hospitality

First in Industry to Adopt Formal Diversity Policy

REVENUES: $7.8 billion EMPLOYEES: 62,000

EDUCATION: BA, Trinity College FIRST JOB: During the summer in college, I was an iron worker.

WHAT I’M READING: American Icon, by Bryce G. Hoffman MY PHILOSOPHY: Surround yourself with smart people, and empower them. I like to recruit people who have a diversity of background and experiences, and who will lead by example.

BEST ADVICE: As Kirk Kerkorian says, always work to be consistent and clear.

INTERESTS: People. We are a highly diverse organization. I'm interested in advancing people based on their abilities and qualifications and, in so doing, building a high performing and sustainable organization. I also love art, and art history (my area of major in college), as well as family, friends, and team sports.

“I have no interest

in our company becoming a relic buried in the ruins of failed corporations.”

When I became chairman and CEO of MGM Resorts International in 2008, I committed myself to do more than merely continuing the legacy of diversity our company has pioneered.

We take pride in being the first in the gaming industry to voluntarily adopt a formal diversity policy as an essential business paradigm for success in the modern global economy. However, we understand that diversity is much more than crosscultural etiquette and political correctness.

We work in one of the most competitive travel destinations in the world. The company that operates at the highest level, and achieves the greatest results, is the one whose teams are the most motivated, productive, innovative, and engaged with the customer and each other. In today’s economy, every employee and every team in our multicultural, pluralistic workplace must be operating at their full potential. This is why diversity and inclusion are so important to MGM Resorts and will remain an indelible part of our future.

We are a stronger company when we foster an inclusive environment that embraces our team members’ differences and provides opportunities for all of us to reach our full potential. Together, MGM Resorts is a diverse collection of people with an array experiences, perspectives, opinions, and ethnic backgrounds.

As we continue the expansion of our company to new locations around the globe, diversity is playing a larger role than ever, simply because a company cannot succeed on the global landscape today—forming partnerships and operating around the world— unless it embraces diversity.

We can either be a progressive company that seeks to leverage the immense possibilities that our diverse talents bring us for the advancement of our business, or become a dinosaur. I have no interest in our company becoming a relic buried in the ruins of failed corporations. PDJ

March/April 2013

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CEO|LEADERSHIP IN

ACTION AWARDS

Deborah Newman

DEPUTY MINISTER

Ontario Ministry of Training, Colleges and Universities

We Are The Change We Seek

HEADQUARTERS: Toronto, Ontario

I am proud to lead the Ministry of Training, Colleges and Universities (MTCU) and, more broadly, to be a Deputy Minister in the Ontario Public Service, an organization that actively promotes diversity and inclusion.

I believe that creating a culture of belonging that accepts, values, and acknowledges the contributions of all employees is vital. I also strongly believe that our workplace benefits from attracting talented employees who represent the diverse society in Ontario.

As leaders, we set the tone for the work environment, policy development, and service delivery. Through more than thirty years in public service, my personal and professional commitment has been reflected in a track record of advocacy and leadership in diversity and inclusion, supported by actions to remove barriers, create fair HR practices, and develop and implement diversity and inclusion strategies.

Moving from diversity to inclusion requires a deliberate approach. At MTCU I have personally advocated for and supported by sustained diversity mentoring programs, integrated diversity and inclusion messages in my communications, required that diversity commitments be in all managers’ performance contracts, and championed the development and implementation of a Mental Health and Addictions Strategy.

Most recently, I established an executive committee to ensure senior-level oversight of fair and inclusive human resources practices.

The key objectives of the MTCU Leadership Development Team are to build an organizational culture that attracts, motivates, develops, and retains senior managers, including applying a diversity and inclusiveness lens to human resources discussions and strategies.

Our commitment to diversity is influencing change within Ontario’s postsecondary education and training systems as well. Ministry staff oversee the delivery of many employment and training programs and services through hundreds of service delivery organizations. We also work with Ontario’s colleges and universities to help a broader range of students access and succeed in postsecondary education, including Aboriginal students, Crown wards, students with disabilities, first-generation college and university students, and Francophone students.

Building a healthy and respectful workplace and modeling the behaviors needed to create a diverse and inclusive organization continue to be two long-standing priorities of mine. We have moved towards full diversity and inclusion but there is more to accomplish. To quote President Barack Obama, “Change will not come if we wait for some other person or some other time. We are the ones we’ve been waiting for. We are the change that we seek.” PDJ

WEBSITE: www.tcu.gov.on.ca

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PROFILES IN DIVERSITY JOURNAL

March/April 2013

BUSINESS: Government EMPLOYEES: 1,229

EDUCATION: BA, MA, The University of Ottawa; Queen’s University Public Executive Program FIRST JOB: Probation and Parole Officer WHAT I’M READING: The Museum of Innocence,

by Orhan Pamuk MY PHILOSOPHY: Leave things better than you found them.

Progress is possible with vision, hard work, a sense of optimism, and a great team. Take things in stride and stay positive.

BEST ADVICE: Always pursue new skills and knowledge.

There is no greater tool for empowerment and success than education. It is the path to a bright future.

INTERESTS: Spending time with family and friends, reading, physical fitness

“I believe that

creating a culture of belonging that accepts, values, and acknowledges the contributions of all employees is vital.”

CEO|LEADERSHIP IN

ACTION AWARDS

Gordon M. Nixon

PRESIDENT AND CEO

RBC (Royal Bank of Canada) HEADQUARTERS: Toronto, Ontario WEBSITE: www.rbc.com BUSINESS: Financial services REVENUES: $29.7 billion EMPLOYEES: 80,000

EDUCATION: BComm, Queen’s University FIRST JOB: Working in Global Markets at Dominion Securities in Toronto WHAT I’M READING: The Presidents Club: Inside the World’s Most Exclusive Fraternity,

by Nancy Gibbs and Michael Duffy MY PHILOSOPHY: Think about the consequences of your decisions INTERESTS: Golf and art

“I have taken my

message beyond the workplace as a public and vocal advocate of the business case for diversity.”

Establishing Diversity Leadership Council Accomplishment I am often asked why diversity matters to me. Simply put, it’s both the right thing to do and the smart thing to do. It simply makes good business sense.

Why do I say that? First, talent is diverse. Attracting, developing, and retaining the best talent is essential to the success of any business. I also know that diversity is a source of strength.

When I became CEO in 2001, we had already made great strides in diversity. Building on that success, I established our Diversity Leadership Council (DLC)—which I still chair—and helped adapt our programs to engage all talent.

Through the DLC we created the RBC Diversity Blueprint, a public statement that outlines our many commitments contributing to a more inclusive, prosperous world.

By chairing the DLC and setting out clear and public leadership diversity goals, I have made my leadership team and their teams accountable for achieving results.

I’m proud to say that over the last few years at RBC, I have seen genuine inclusion produce dialogue and action around diversity. Many active leaders, advisory committees, and councils have stepped up to help drive efforts. Thousands of RBC employees have chosen to join our network of employee resource groups to contribute their experiences and insights directly to RBC’s diversity journey.

My personal experience has shown me that when it comes to the advancement of diversity and inclusion, active sponsorship, in particular, has the power to break through barriers and accelerate change. My experience as a mentor in RBC’s Diversity Dialogues mentoring program (which matches senior leaders to mid-level diverse employees,) as well as my DLC work, has given me valuable insight into the career concerns and realities facing women, visible minorities, Aboriginal peoples, LGBT people, and persons with disabilities.

I have taken my message beyond the workplace as a public and vocal advocate of the business case for diversity. I have served as the chair of the Toronto Region Immigrant Employment Council (TRIEC) since 2009, helping to bring leadership together to better integrate skilled immigrants into Toronto’s labor market.

One of my proud moments was in 2010 when RBC received the prestigious Catalyst Award. It was a testament to efforts at embedding diversity and inclusion into our culture and how we do business.

Collectively at RBC, while we have a sense of pride for what we have accomplished, we have an equally strong sense of purpose for what we have yet to achieve. We will continue to work at leveraging our diversity for the growth and prosperity of employees, clients, and our communities. PDJ

March/April 2013

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CEO|LEADERSHIP IN

ACTION AWARDS

Michael B. Polk

PRESIDENT AND CEO

Newell Rubbermaid HEADQUARTERS: Atlanta, Georgia WEBSITE: www.newellrubbermaid.com BUSINESS: Consumer and commercial products REVENUES: $5.9 billion EMPLOYEES: 19,000

EDUCATION: BS, Cornell University; MBA, Harvard Business School FIRST JOB: Process Engineer, Procter & Gamble Paper Products WHAT I’M READING: The Strategist, by NWL board member and Harvard Business School professor Cynthia Montgomery MY PHILOSOPHY: Decide what to be famous for, then deliver with everyday great execution.

BEST ADVICE: Make sure you make a difference.

INTERESTS: My family, skiing, tennis, music

“We need people

in our organization who view the world through the lens of prospective consumers in the markets where future growth will come from.”

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Recruiting Global Diverse Talent As a first-generation American and father to seven children (three boys, four girls) who has lived and worked in North America, Asia, Europe, and Latin America, I know through experience that diversity of thought and perspective is critical to business development. I view our drive towards building a more diverse talent base as essential to our Growth Game Plan ambition of transforming Newell Rubbermaid into a larger, faster growing, more global, more profitable company.

That’s why in my eighteen months as CEO of Newell Rubbermaid I have set out to strengthen our organization not only through inclusion and diversity, but also by building a talent base that is rich in cultural and global perspective. Our Growth Game Plan is focused on building market share in our home markets while also extending borders and developing our brands with consumers in the emerging world. Readying our company to build our brands with local consumers in places like Brazil, Russia, China, and the countries of Southeast Asia will only happen with true insights, not insights transposed from consumer experience disconnected from the cultures in those markets.

We need people in our organization who view the world through the lens of prospective consumers in the markets where future growth will come from. That happens most easily when people who have lived and worked in those markets use that perspective to develop plans and shape the perspective of their colleagues.

We have actively begun to give our highest-potential internal talent the opportunity to build these experiences into their portfolio of skills while recruiting a diverse group of high-impact talent from the outside. These external recruits are people who are at the top of their game in their field of expertise and have global perspective, diversity of national origin, or the multinational experience required to succeed in an increasingly flat world.

The principles that underpin our commitment to broader gender and ethnicity representation in our company are the same that drive us to create greater global and cultural perspective. These commitments work as complements to each other and are essential to our Growth Game Plan ambition of transforming Newell Rubbermaid into an even better company. PDJ

PROFILES IN DIVERSITY JOURNAL

March/April 2013

CEO|LEADERSHIP IN

ACTION AWARDS

Sonu Ratra

PRESIDENT

Akraya, Inc.

Serving as a Role Model to Minority-owned Businesses

HEADQUARTERS: Sunnyvale, California WEBSITE: www.akraya.com BUSINESS: IT staffing and managed solutions REVENUES: $42.3 million

My firm belief is that the size, revenue, and location of a company does not matter when it comes to diversity and inclusion. It is just as important for small- and medium-sized organizations to support these efforts as it is for large enterprises. And for any company to truly embrace diversity, the leadership team has to be fully on board. This is the reason why as the co-founder and president of Akraya, Inc., a Silicon-Valley-based womanand minority-owned consulting firm, I make a conscious effort to promote the importance of diverse perspectives, thoughts, and approaches to problem solving both internally and externally to our companys.

Embracing diversity is not only the right thing to do but is a necessity in today’s globalized business world. To achieve success as a growing business, we need to have a diverse team in place that is appreciated by its senior leaders. At Akraya, we make a conscious effort to build our team with the broadest, best, and most diverse perspectives.

We also strive to make inclusion and diversity updates a regular agenda at our monthly company meetings.

As an immigrant woman entrepreneur I have a personal responsibility to promote other diverse businesses. A positive way to contribute to the growth of other minorityowned companies is to share my own story of building a successful business. For the last four years, I have served on the board of directors of the Northern California Minority Supplier Development Council. I am an invited speaker at Council events, webinars, and panel discussions educating minority- and women-owned small businesses on the importance of getting certified and how to strategically approach large corporations for new business through their certificates.

Mentoring other diverse business owners is a key initiative at Akraya. Our management team coaches Akraya’s minority-certified suppliers on HR, finance, marketing, and operations business processes to enable their growth. Every year, we spend a week mentoring women business owners from Rwanda and helping them strategize on growing their business.

Diversity and inclusion must be treated as important as any other business goal for a company. I hope that in the future Akraya can continue to serve as a role model for workforce diversity to other minority-owned businesses. PDJ

March/April 2013

EMPLOYEES: 430

EDUCATION: MS, Tata Institute of Social Studies, India FIRST JOB: Tata Consulting Services WHAT I’M READING: What Is the Color of Opportunity?,

by Dr. Mel Gravely MY PHILOSOPHY: “I alone cannot change the world, but I can cast a stone across the waters to create many ripples.” – Mother Teresa BEST ADVICE: Become the kind of leader that people would follow voluntarily even if you had no title or position.

INTERESTS: Skiing, traveling, exploring new countries, and extreme sports

“It is just as

important for small- and medium-sized organizations to support diversity efforts as it is for large enterprises.”

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CEO|LEADERSHIP IN

ACTION AWARDS

Joseph M. Rigby

CHAIRMAN OF THE BOARD, PRESIDENT, AND CEO

Pepco Holdings, Inc. (PHI)

Leading by Example At PHI, diversity is one of our core values. First, it helps ensure that our organization mirrors the customers and communities we serve, which enables us to understand those communities and provide them with the best possible service. Secondly, valuing our employees for their unique contributions empowers them and enhances their willingness to share ideas, which benefits their growth and the company’s success.

As Chairman of the Board, I ensure that PHI’s Board of Directors and senior leadership team reflect the diversity of our communities.

Our top fifty-six executives and directors are about 34 percent women and about 29 percent minorities. PHI’s leadership is accountable for understanding the importance of diversity and working to ensure a diverse workforce. All managers must hold affirmative action training sessions with their direct reports annually, and executives must hold diversity awareness activities with their teams throughout the year.

I help ensure that we learn from our diversity by encouraging employees to interact with each other across functions, organizations, and geographic regions. In 2012, I instituted an executive rotation program that shifts executives to lead other parts of the business. We also began a corporate culture transformation that I am proud to lead with a Culture Team that strives to infuse inclusion into the business. In 2012, PHI was recognized as an exemplary company for diversity by four national publications.

I believe the best way to ensure that diversity is part of a company’s fabric is to lead by example. PHI’s mentoring program, which I helped found in 2005, had 173 mentor/mentee pairs across the company in 2012.

Each pair meets regularly to discuss projects, company initiatives, and opportunities for growth. This year, the program is on target to include the largest number of participants since its inception. Participants learn from each other—what makes their jobs important to the business, what challenges they face, and how their job affects fellow employees.

My experience as a mentor has allowed me to better understand what employees need to be successful.

Success is rooted in diversity and its dimensions, whether reflected in gender, ethnicity, education, or other attributes. Respecting differences inspires innovation and fosters inclusion in our business activities, leading to greater individual satisfaction and growth and corporate success. PDJ

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HEADQUARTERS: Washington, D.C. WEBSITE: www.pepcoholdings.com BUSINESS: Energy delivery REVENUES: $5.9 billion EMPLOYEES: 4,797

EDUCATION: BS, Rutgers University; MBA, Monmouth University; Licensed Certified Public Accountant in New Jersey FIRST JOB: Farmhand at age ten WHAT I’M READING: Team of Rivals: The Political Genius of Abraham Lincoln,

by Doris Kearns Goodwin MY PHILOSOPHY: Work hard and good things will follow.

INTERESTS: Family, date nights with my wife, golf, and dining

“My experience as a

mentor has allowed me to better understand what employees need to be successful.”

CEO|LEADERSHIP IN

ACTION AWARDS

Wendy C. Shen

PRESIDENT AND CEO

FLOMO/Nygala Corp.

Taiwan and American Employees Work Together

HEADQUARTERS: Teterboro, New Jersey WEBSITE: www.flomousa.com

As an international manufacturer and wholesale supplier of party merchandise, FLOMO/ Nygala Corp. has always encouraged diversity through communication between our employees, company, products, vendors, and customers.

The staff in our New Jersey headquarters hail from places all over the world, including Peru, Hong Kong, Mexico, Israel, Italy, Indonesia, and many more. We organize times where everyone can get together and share their cultures, holiday traditions, customs, and beliefs. During special events, we serve a variety of foods from all over the world so we can experience and enjoy diverse cooking.

Our design and Quality Control departments are located in Taiwan, so our staff in New Jersey needs to communicate with the team overseas on a daily basis to complete projects efficiently. Since Taiwan is one day ahead, they start where we leave off, so together we can work quickly around the clock.

Many in the Taiwanese group have had to learn American culture since they are helping to develop American party products. They have had to learn the traditions, styles, themes, and meanings of many popular holidays, such as Valentine’s Day, Mother’s Day, Easter, Thanksgiving, and more. We are always sharing photos and stories together of how we celebrate these holidays to help with creating better products. We also have many vendors in Asia and India, so even with the language and cultural barriers our import department is able to build strong relationships through email and phone communication.

Every year we celebrate Chinese New Year at the New Jersey office and engage in special holiday traditions. In our company, it is especially important to celebrate and understand holidays because we are a party company. We develop, produce, and supply products for parties, celebrations, and special days throughout the year. Having fun at work allows us to put that happy and exciting energy into our products and into how we interact with customers.

Today, many of our customers are from the Middle East and South America, so we are always involved in diverse communication with customers, whether it be in multiple languages or by suggesting particular products that fit with their demographic and locations.

It is not just about understanding each other’s diverse cultures, but also respecting and learning from them. PDJ

March/April 2013

BUSINESS: Manufacturer and wholesale supplier EMPLOYEES: 29

EDUCATION: BA, University of Miami; MBA, Pace University FIRST JOB: FLOMO/Nygala Corp.

WHAT I’M READING: Great by Choice: Uncertainty, Chaos, and Luck—Why Some Thrive Despite Them All, by Jim Collins and Morten T. Hansen MY PHILOSOPHY: Be honest, loyal, caring, work hard, be responsible, and have good ethics.

BEST ADVICE: Be open minded, observe, listen, have passion in everything you do, and have drive to succeed.

INTERESTS: Traveling, watching movies, coaching and mentoring people, and learning new things TWITTER HANDLE: /flomousa

“Having fun at work

allows us to put that happy and exciting energy into our products and into how we interact with customers.”

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CEO|LEADERSHIP IN

ACTION AWARDS

John J. Soroko

CHAIRMAN AND CEO

Duane Morris LLP HEADQUARTERS: Philadelphia, Pennsylvania WEBSITE: www.duanemorris.com BUSINESS: Legal services REVENUES: $415 million EMPLOYEES: 1,500

EDUCATION: AB, Haverford College; JD, New York University; Leading Professional Service Firms Program, Harvard Business School FIRST JOB: A summer minimum wage job working in a swimming pool chemical warehouse— when minimum wage was $1.65 an hour!

WHAT I’M READING: The Education of a Speculator,

by Victor Niederhoffer MY PHILOSOPHY: Any successful business will benefit from its share of luck—but the kind of luck we aim for is “earned luck”—luck based on hard work.

BEST ADVICE: Work hard.

INTERESTS: Family, golf, squash, and politics TWITTER HANDLE: @DuaneMorrisLLP

“We take great

satisfaction in the recognition that we have received across the country that have sustained and rewarded this growth.”

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Playing a Crucial Role in Economy’s Recovery We are proud of Duane Morris and the firm’s contribution to job creation for our clients, the firm itself, and the economic well-being of the nation at large. Through our efforts to provide effective and efficient legal services, the firm has facilitated and even participated in the growth of many of its clients, thereby creating opportunities for them to expand their business and respective workforces.

Our firm’s Employment, Benefits, Labor and Immigration practice group, for example, helps clients navigate their relationships with their employees, supporting both their businesses and the development of their respective workforces.

Our firm’s Business Reorganization practice group partners with its clients, some of them in desperate financial straits, to restructure and soldier on in a tough, competitive economy, thereby saving the jobs of company employees and touching a significant population of their families.

Through the firm’s success and growth over the last several decades, Duane Morris has not only grown its own labor force, but stimulated the growth of its vendors and service providers. We take great satisfaction in the recognition that we have received across the country that have sustained and rewarded this growth.

Duane Morris’ economic contributions are visible in local communities, particularly the twenty cities in which we maintain an office. We have particularly broad reach in the four states where we have multiple offices: California (five offices, including the newly opened Silicon Valley location); Pennsylvania (Philadelphia and Pittsburgh, plus a service office in Harrisburg); New Jersey (Newark and Cherry Hill); and Florida (Miami and Boca Raton).

Through its U.S. network, the firms provides its clients with on-the-ground access to over half of domestic GDP. Our Corporate Practice Group contributes to both the Wall Street and the Main Street economy, facilitating private equity investment in parts of the economy which have not yet had a chance to partake of the nascent rebound.

And our Trial Practice Group has helped every American taxpayer, in such cases as the recent recovery on behalf of the court-appointed trustee of Guaranty Financial Group, a failed bank, with much of this going to the U.S. taxpayer via the FDIC. These are just a few of the everyday ways in which Duane Morris plays a crucial role in a prosperous American economy. PDJ

PROFILES IN DIVERSITY JOURNAL

March/April 2013

CEO|LEADERSHIP IN

ACTION AWARDS

Jeff Stusek

PRESIDENT AND CEO

Information Services Corporation

My Personal Diversity Commitment is Sincere

HEADQUARTERS: Regina, Saskatchewan WEBSITE: www.isc.ca

Diversity is in the very heart of our goal about people: ISC people are diverse, highperforming, engaged, and share accountability for individual and corporate excellence.

We have a tremendous commitment to our employees, who in turn provide a superior customer experience which in turn provides financial results that are then reinvested into our people. I call this the “virtuous circle.” A healthy, diverse and productive workforce sets that circle in motion.

I am proud of becoming a recognized diversity employer. We have been named one of Canada’s Best Diversity Employers four times while I have been CEO: 2009, 2011, 2012, and 2013.

My personal commitment to diversity is sincere. I value diversity in our workplace because it provides a varied perspective in which to see our customers. ISC is focused on achieving diversity hiring because it drives and builds our competitive advantage. We recognize that by having a diverse workforce we are better positioned to sustain a positive and supportive work environment for all employees.

I personally support and participate in events coordinated by our Diversity and Equity Working Group. This volunteer group of employees ensures diversity is promoted throughout the year by putting into action diversity solutions and strategy.

ISC requires each employee to attend a full-day diversity awareness session that I fully support. At this training, each employee is given a letter signed by me and our union chair about the importance of building a diverse culture where all employees are allowed to reach their potential.

I created and continue to foster a relationship with one of Regina’s inner-city schools.

We have purchased laptops and SMART boards for students there. We also volunteer our time helping out at school events. The school’s student base is 90 percent First Nations.

I know some of them will be working for ISC someday and I hope our work with the school made it possible.

I also committed my executive community investment sponsorship to purchase iPads for special needs students at a large elementary school. My niece, who has Down syndrome, is the beacon of joy in our family. I watched her learn so much working on her iPad that I decided to help other children with special needs.

To have a successful diversity strategy is not a requirement—it is a prerequisite for building a great company. PDJ

March/April 2013

BUSINESS: Information management and registries REVENUES: $77 million EMPLOYEES: 330

EDUCATION: BA, MBA, University of Regina FIRST JOB: Worked in a music store WHAT I’M READING: The Sibling Effect: What the Bonds Among Brothers and Sisters Reveal About Us,

by Jeffrey Kluger MY PHILOSOPHY: My best value as a leader is when I am authentic.

BEST ADVICE: Never try to be someone you are not.

INTERESTS: My family, football (I am a coach and Board member), and other sports TWITTER HANDLE: @Jstuse

“ISC is focused on

achieving diversity hiring because it drives and builds our competitive advantage.”

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CEO|LEADERSHIP IN

ACTION AWARDS

John B. Veihmeyer

CHAIRMAN AND CEO

KPMG LLP HEADQUARTERS: New York City

Deepening the Talent Pool and Diversity

WEBSITE: www.kpmg.com/us

Despite the recent economic uncertainty, KPMG has stayed focused on recruiting, retaining, and developing high-performing professionals, and creating a pipeline for diverse leaders to excel at our firm. These efforts go beyond addressing the immediate needs of our business; they are essential to sustaining our communities and our capital markets—and to ensuring that our firm, with more than 100 years of success behind us, is fully prepared for the challenges and opportunities ahead.

While there’s no simple fix for an unstable economy, we’ve continued to create jobs and opportunities that meet the needs of today’s marketplace. At the same time, we’re investing in tomorrow’s workforce by developing relationships with organizations including First Book, Junior Achievement, National Academy Foundation, and The PhD Project, all of which share our long-standing commitment to youth and education.

These collaborations allow us to create a strategic ‘value chain’ that supports education from early childhood through the post-graduate level. Our focus begins with literacy at the pre-kindergarten through fifth grade stages, expands to financial literacy for middle school students, then works to inspire interest in the accounting profession among high school students. We provide internships and ultimately hire a significant number of college campus recruits. And our commitment extends beyond college, helping diverse doctoral students attain PhDs and become business professors and mentors to the next generation.

All of these endeavors help the economy by building tomorrow’s workforce. By engaging children and young people at transformative stages of their academic lives—and exposing many of them to fields they may not have otherwise considered—we’re helping them succeed as students, and increasing the chances they will become sought-after future employees.

This is just one of our efforts to deepen our talent pool and increase diversity. We have also set aggressive goals for expanding our business with diverse- and women-owned suppliers, refined our recruiting efforts to increase hiring of people with disabilities, and established a new national Veterans’ Network to improve our outreach and attract these valuable professionals to our firm.

With more than 22,000 people in ninety offices across the U.S., KPMG understands that our business can have a profound impact. Each day, we have new opportunities to strengthen our firm, support our communities, and build a diverse and high-performance workforce—all of which we believe will, ultimately, help fix our economy. PDJ

BUSINESS: Audit, tax, and advisory services EMPLOYEES: 22,000

EDUCATION: BBA, University of Notre Dame FIRST JOB: Working in a warehouse, handling shipments and inventory WHAT I’M READING: The Two-Second Advantage: How We Succeed by Anticipating the Future— Just Enough, by Vivek Ranadivé and Kevin Maney MY PHILOSOPHY: Be honest and respectful of everyone you interact with, and make them feel valued at that moment.

BEST ADVICE: Don’t try to orchestrate every step of your career path.

Just do every job as well as you possibly can.

INTERESTS: Community involvement, golf, vacationing at the beach, and Notre Dame sports

“By engaging children

and young people at transformative stages of their academic lives, we’re increasing the chances they will become sought-after future employees.”

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Talent has no boundaries There is a place where ambitions are limitless. Where every professional can leverage their unique skills to realize their goals. It’s KPMG LLP. Where success can be achieved by all.

We’re proud that our chairman and CEO John Veihmeyer continues to provide the type of leadership that supports success. kpmgcareers.com

© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity.

All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 145384

CEO|LEADERSHIP IN

ACTION AWARDS

Thomas R. Voss

CHAIRMAN, PRESIDENT AND CEO

Ameren Corporation HEADQUARTERS: St. Louis, Missouri

Diverse Workforce Vital to Success

WEBSITE: www.ameren.com

Like many companies, Ameren is faced with the dilemma of an aging workforce with many nearing retirement age. Currently, 26 percent of our employees are eligible for retirement while another 38 percent are approaching retirement. Ameren’s continued need for skilled trade workers makes planning for the next generation workforce crucial.

We realize that the workforce of today and the future is one that taps a pool of talent spanning a diverse range of nationalities, backgrounds, and races. I have charged our chief diversity officer, Sharon Harvey Davis, and her staff to work with our Human Resources team to develop and execute a diversity plan to serve as a roadmap to achieve our diverse hiring objectives.

We are executing our plan in several areas: • We pledged to hire 200 veterans and military spouses over the next five years to support First Lady Michelle Obama’s Joining Forces initiative. With recruitment assistance from our Military Veterans employee resource group, 10 percent of our new hires in 2012 were veterans.

• We partnered with Missouri University of Science and Technology to create the Ameren Diversity in Engineering Scholarship Program, which is designed to attract and recruit female and underrepresented minority students to engineering and computer science fields.

• Our six employee resource groups work with Human Resources to develop recruiting strategies that reach out to the particular communities each represents.

• We work with three local community colleges to develop pre-employment programs that train individuals around our skilled craft jobs to better prepare them for testing and evaluations.

• We work directly with several high schools in our area to educate and guide students to courses that will eventually help those students land careers in the skilled crafts.

I believe cultivating a diverse, engaged workforce is vital to our long-term sustainable success.

As a major provider of electricity and natural gas in Illinois and Missouri, Ameren can act as an economic engine in the local economy and provide employment opportunities through our ongoing investment in our utility infrastructure. Like many utilities, our company faces continued challenges due to the age of our delivery and generation infrastructure. Infrastructure investment is necessary to maintain the quality and reliability of service our customers expect. A very important ancillary benefit of this investment is the local construction jobs it provides to the communities we serve. PDJ

BUSINESS: Electric and natural gas utility REVENUES: $7.5 billion EMPLOYEES: 9,000

EDUCATION: BS, University of Missouri-Rolla; Registered Professional Engineer in Illinois and Missouri FIRST JOB: Assistant engineer for Union Electric Co., now Ameren Corp.

WHAT I’M READING: Threat Vector, by Tom Clancy MY PHILOSOPHY: Be respectful to others.

BEST ADVICE: Do not guess people’s motives.

INTERESTS: Reading and helping non-profits raise money

“I believe

cultivating a diverse, engaged workforce is vital to our long-term sustainable success.”

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CO-WORKERS WHO RESPECT MY SERVICE. A CAREER THAT DEMANDS MY LEADERSHIP.

A DIVERSE COMPANY THAT VALUES MY EXPERIENCE AND MY UNIQUE PERSPECTIVE.

AT AMEREN,

I MATTER. From the field to the office, you matter at Ameren—and so does your work. We are currently recruiting: • Engineers • Information Technology • Skilled Craft Apprenticeships

Stephanie is a director at the Callaway Nuclear Energy Center. She is a former captain in the U.S. Air Force.

Ameren Corporation is a Fortune 500 Midwestern energy company: • Ranked among the top 5 utilities in the nation for diversity • Diversity council is ranked among the top 25 councils in the country • Ranked 31st among the top 100 military-friendly employers in the U.S.

Visit Ameren.com/careers Ameren is an EEO/M/W/D/V/military-friendly employer.

CEO|LEADERSHIP IN

ACTION AWARDS

Robert Watson

PRESIDENT AND CEO

SaskPower

Aboriginal Relations Enchance Business Relationships SaskPower’s vision is to become a world-leading power company through innovation, performance, and service. To achieve this we need a diverse workforce and the ability to interact effectively with diverse communities.

As SaskPower’s president and CEO, I am responsible for our relationship with its diverse stakeholders. We are implementing an Aboriginal Relations strategic framework that will help enhance relationships and build employment and procurement opportunities.

Initiatives within Aboriginal communities are conducted with a respect for traditional culture and values, as their input is vital to our success. SaskPower’s recently approved Aboriginal Procurement Policy will facilitate Aboriginal economic participation in the company’s procurement of goods and services.

I have been actively involved in concluding negotiations with First Nations Power Authority on a ten-year relationship agreement. Once again, SaskPower is partnering with First Nations on new power generation projects that will serve the people of our rapidly growing province.

I travel to northern Saskatchewan to work with First Nations community leaders on key business initiatives for our company and their communities. I have established a relationship between SaskPower and a northern community school that allows the students to travel to Regina for a tour of a former power station that has become a science center. I also lead efforts to seek resolution with several Aboriginal communities on complex historical issues.

In addition, I was very pleased to support members of our recruitment team as they traveled to Ireland in 2012 to recruit new employees, specifically licenced tradespeople and engineers with utility experience.

SaskPower has been named a top diversity employer for a number of years. Our Diversity Committee has a number of affinity groups that bring up the issues and concerns of their representatives, while providing information and education to employees through conferences, lunch and learn events, and other special events. For example, I support the efforts of the SaskPower Women’s Resource Group by being present at their sponsored events, such as a science fair they held for 300 students from seven community schools located in Regina. This group also recognizes the National Day of Remembrance and Action on Violence Against Women, and SaskPower’s executive members are encouraged to participate through staff education and ribbon distribution. PDJ

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HEADQUARTERS: Regina, Saskatchewan WEBSITE: www.saskpower.com BUSINESS: Utility REVENUES: $1.837 billion EMPLOYEES: 2,100

EDUCATION: ICD.D, University of Calgary; International Executive Development, INSEAD Centre, Fontainebleau, France; Executive Management “Market Focus”, Public Affairs Media, Ashridge College, U.K.; Executive Development, American Management Association; MS, Ryerson University FIRST JOB: Service manager/sales representative, Integrated Protection WHAT I’M READING: The Rise of the Creative Class,

by Richard Florida; Blue Horizon, by Wilbur Smith MY PHILOSOPHY: Always treat people with respect.

BEST ADVICE: Work hard and success will come.

INTERESTS: Motorcycles, snowboarding, golfing, running

“We need a diverse

workforce and the ability to interact effectively with diverse communities.”

CEO|LEADERSHIP IN

ACTION AWARDS

Kevin W. Williams

PRESIDENT AND MANAGING DIRECTOR

General Motors of Canada Limited

Increased Recruitment Leads to Marked Diverse Hires

HEADQUARTERS: Oshawa, Ontario WEBSITE: www.gm.ca

Diversity and inclusion are woven into all aspects of GM Canada’s business and have been part of the company’s culture for a long time. We are committed to employment equity and under my leadership the company has made diversity a business priority.

The company strives to provide an environment where all stakeholders feel appreciated and respected.

Since I joined GM Canada, the company has organized a wide range of positive initiatives designed to make diversity a business priority, including: • The GM Ambassador Program, helping dealers recruit employees that reflect the diversity in their own communities • A proactive marketing approach to reach the many diverse groups that make up the Canadian landscape • Support for the Black Business and Professional Association • The implementation of a recruitment process with an increased focus on diversity hiring Upon implementation of the recruitment process, our company has experienced a significant increase in its representation of new female and visible minority hires. Between 2010 and 2012 GM Canada experienced a 94 percent increase in female new hires and 82 percent increase in visible minorities new hires.

Personally, I am currently the director of the United Negro College Fund Executive Board and chairman of UNCF’s Strategy Committee; have served as trustee of Genesys Health System Board of Trustees, Genesys Health System Safety and Quality Committee; director of Genesee County Michigan, Regional Chamber of Commerce; and director of Automotive Youth Educational Systems, Inc.’s executive board.

I was chairman of the Black United Fund of Michigan Funding Board, chairman of the GM African Ancestry Network, and chairman of the board of directors for S.A.E.- A World In Motion. I also continue to support my alma mater, Tennessee State University, by serving on the executive board of the TSU Foundation.

I was inducted into the National Black College Hall of Fame in September 2012, and in 2010 I received the Trailblazer Award at the Automotive Symposium from the Rainbow PUSH Coalition and Citizenship Education Fund for innovative leadership and commitment to workplace diversity. PDJ

March/April 2013

BUSINESS: Automotive EMPLOYEES: 9,000

EDUCATION: BBA, Tennessee State University; MBA, Central Michigan University FIRST JOB: Dishwasher at The Rooster Restaurant in Lexington Park, Maryland WHAT I’M READING: Halftime: Moving from Success to Significance, by Bob P. Buford MY PHILOSOPHY: One must abandon perfection, but pursue excellence. It’s not what we do in life that matters, but how well we do it. By making excellence your standard, you will be able to achieve things of the most remote possibilities.

BEST ADVICE: Endeavor to dream impossible dreams.

It’s your obligation to imagine your life in the biggest scale possible.

INTERESTS: My greatest interest is to expand the focus on education within diverse communities. As dropout rates continue to increase within various diverse communities, we need a voice of advocacy, reason, and support, to find meaningful ways to bridge the gaps and barriers hindering success of diverse youth.

“Under my leadership

the company has made diversity a business priority.”

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CEO|LEADERSHIP IN

André Wyss

ACTION AWARDS NOVARTIS US COUNTRY HEAD AND PRESIDENT, NOVARTIS PHARMACEUTICALS CORPORATION

Novartis Pharmaceuticals Corporation

Personal Experiences Shape Diversity Leadership

HEADQUARTERS: East Hanover, New Jersey

When it comes to the power of diversity and inclusion, I am a true believer. Throughout my career, I have seen how the collective wisdom of a diverse workforce, combined with an inclusive culture, can spark innovation and drive business success. I also have come to understand how my personal experiences have shaped my world view, business approach, and leadership style.

First as an officer in the Swiss army and later through global job opportunities, I learned the true value of different perspectives and experiences. Everywhere I have traveled or worked—including countries on all continents such as Greece, UAE, Israel, Bangladesh, Australia, Peru, China, the U.S.—has helped me realize how much there is to appreciate, learn, and understand. I believe the knowledge and perspectives gained through these experiences can lead to creative breakthroughs and stronger customer connections. As a result, I firmly support and champion diversity and inclusion (D&I) at Novartis Pharmaceuticals Corporation (NPC).

Now more than ever, customers and patients are counting on NPC for medications that address increasingly complex, unmet needs. To position NPC to respond, I have assembled a leadership team with diverse backgrounds, experiences, and styles—leaders who are committed to ensuring our workforce is representative of the markets we serve and the communities where we operate. However, diversity alone is not enough. It is being truly inclusive that fosters the development of high-performing teams and takes our entire organization to the next level.

I also have been a visible supporter of our D&I objectives—regularly engaging with D&I supporters and highlighting milestones in organizational messages and meetings.

These and other efforts have helped NPC create an inclusive culture that values multiple perspectives, encourages effective decision-making, and leads to the development of a broad portfolio of patient- and customer-centric products.

I am proud to lead NPC at a time when our D&I initiatives are robust and in line with our strategic business priorities. After more than a decade of commitment and focus, NPC is positioned as a D&I leader. And much of our success is the result of the efforts of NPC’s D&I Champion Network, which includes members of our Executive D&I Council, D&I Councils, and employee resource groups. These associates—and the energy, sense of common purpose, and values they share—drive D&I at NPC, and ultimately, make a difference for our business, customers, and patients. PDJ

BUSINESS: Pharmaceuticals

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March/April 2013

WEBSITE: www.us.novartis.com

REVENUES: $9.9 billion EMPLOYEES: 7,850

EDUCATION: Graduate degree in Economics, School of Economics and Business Administration (HWV) FIRST JOB: Drug substance manufacturing MY PHILOSOPHY: A strong organization is always built from a foundation of diverse and exceptional talent.

BEST ADVICE: Always be clear on vision/priorities and lead by example.

INTERESTS: Participating in sports with family and friends and traveling to new, exciting places around the world.

“I am proud to lead

NPC at a time when our D&I initiatives are robust and in line with our strategic business priorities.”

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#

Take time to recognize the good around you.

At New York Life, we recognize that employees’ unique qualities often lead to innovation, positive change, and a more productive and dynamic workplace.

For more information about New York Life visit us at www.newyorklife.com/diversity Š 2012 New York Life Insurance Company, 51 Madison Avenue, New York, NY 10010

Life Insurance. Retirement. Investments.

KEEP

FEATURE

National Minority Health Month

The Cleveland Clinic’s Modlin Tackles

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By Grace Austin

i

N THE UNITED STATES, the health disparities between whites and minorities, including African Americans, Native Americans, Asian Americans, and Latinos, are well-known. Higher incidences of chronic diseases, mortality rates, and other health factors and outcomes are documented among these minority groups. Over the years, minority health has become an increasingly vital concern for the nation, due to the long-term implications for both minorities and society, from the economic (less productivity by terminally ill people and money spent on health issues) to the societal (less time to participate in social and political life).

“Minority health is truly an important national public health issue.

Despite the progress our nation has made in technology and medicine, health disparities in racial and ethnic minorities have persisted in our country. The importance of addressing health disparities is to achieve health equity for all Americans in our country,” says Deputy Assistant Director for Minority Health J. Nadine Gracia.

Many throughout the country are working to change the odds for minorities. One person that is making a difference is Cleveland Clinic’s Men’s Minority Health Center Founder and Director Dr. Charles Modlin.

For Modlin, minority health has been an important issue for some time.

“After I finished my formal medical education, I was able to step back and take a broader view of the medical landscape. That’s when I really became aware of the healthcare disparity crisis. It’s also when I started thinking about what we can do at the Cleveland Clinic, as an organization, to have a positive impact on reducing healthcare disparities,” says Modlin.

Initially founded in 1921 by four doctors, the Cleveland Clinic is consistently rated as one of the top five hospitals in the United States. A pioneer in group medical practice, the Cleveland Clinic holds the distinction of being the top-rated hospital in the country for cardiac care, according to U.S. News and World Report.

“ I was able to step

back and take a broader view of the medical landscape.

That’s when I became aware of the healthcare disparity crisis. ” —Charles Modlin

March/April 2013

Modlin, a urologist and kidney transplant surgeon, began his position at the renowned hospital in 1993. His experiences with treating prostate cancer and performing kidney transplantations that often stem from hypertension and diabetes (which acutely affect African Americans and other minority populations) led to his idea and involvement with the Health Center.

Modlin’s role at the Health Center is varied, but involves both direct patient care and engagement of minority patients in preventative care. He sees growing health issues among minority populations and health inequities as a profound crisis that inadvertently affects and will continue to affect everyone.

“If you look at changing demographics in America, 30 percent or more of

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FEATURE

National Minority Health Month

Dr. Modlin’s days include both providing care and acting as a leader for the Center.

“ There are a number of patients that actually

have access to health insurance, but choose not to [use them] because they don’t think it’s important or out of fear. ” —Charles Modlin the population is considered minority. By the year 2050, it is projected the minority population will become the majority population. If you look at the higher incidence of disease and lower life spans of minorities, if we have an ever increasing percentage of the population that is minority, with poorer health outcomes, that’s going to transfer to decreased productivity for the entire nation. That is, only if we don’t collectively as healthcare providers solve or reduce these healthcare disparities,” says Modlin.

The statistics are astounding. The cancer incidence rate among African Americans is 10 percent higher than in whites. Adult African Americans and Latinos have approximately twice the risk as whites of developing diabetes. American Indian/Alaskan Natives

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are 70 percent more likely to be obese than whites. And racial and ethnic minorities accounted for almost 71 percent of new cases of HIV in 2010.

The roots of the problems draw back to social, economic, and environmental conditions. These are complex, but comprise: individual lifestyle factors, social and community networks, and general socioeconomic, cultural, and environmental conditions. Such environmental conditions include housing, unemployment, education, and healthcare services. Modlin sees the foremost sources of health disparities as access to quality healthcare and a general fear and mistrust of healthcare practitioners.

“I think one of the most obvious causes is lack of access to quality healthcare, often due to impoverishment,” says

March/April 2013

Modlin. “But it goes beyond lack of access. There are a number of patients that actually have access to health insurance, but choose not to [use them] because they don’t think it’s important or out of fear. I think there are patient and healthcare system factors, too.

There are unhealthy behaviors, but there are also biological causes that play in, and these can all be combined with environmental factors as well.”

Solving health inequities is a complicated issue, but one that is achievable. Many have seen solutions in better social policies. Targeting public health workers is one of the goals of NACCHO, the National Association of County & City Health Officials, which has created an online course, Roots of Health Inequity, targeted at the public health workforce. The

Taking a Closer Look at the OFFICE OF MINORITY HEALTH he Office of Minority Health (OMH) was created in 1986 and is one of the most significant outcomes of the 1985 Secretary’s Task Force Report on Black and Minority Health—known as The Heckler Report. The Office is dedicated to improving the health of racial and ethnic minority populations through the development of health policies and programs that will help eliminate health disparities. OMH was reauthorized by the Patient Protection and Affordable Care Act of 2010.

The following are a few statistics that show the key impact that the Affordable Care Act can have in helping to eliminate health disparities: Gracia speaking about the importance of health equity at a youth health fair in As of April 2012, an estimated Washington, D.C., during April 2012 National Minority Health Month.

5.5 million African Americans with private insurance now have access to needed to reduce health disparities. This is the first of its expanded preventive services with nokind to actively engage the issue and provide solutions cost sharing.

As of April 2012, 3.9 million elderly and disabled Latinos to the problem. Some of the HHS’s initiatives are Healthy People 2020, a gathering of data within the next data who receive health coverage from Medicare have access on health demographics, and Let’s Move, with a goal of to an expanded list of preventive services with no costsharing, including annual wellness visits with personalized solving childhood obesity, Michelle Obama’s initiative.

The final priority is the National Partnership for Action prevention plans, colorectal cancer and obesity screening, to End Health Disparities (NPA), launched after the OMH’s and mammograms.

National Leadership Summit for Eliminating Racial and As of June 2012, over 3.1 million young adults without coverage, including 121,000 Asian Americans, will be able Ethnic Disparities in Health brought forth the need for such a task force. Began as a community-led, multito remain on their parents plans. sector approach, the NPA looks at the health disparity In addition to supporting the development and issue on a local, regional, and national level. They have provisions of the Affordable Care Act, the OMH has created ten regional health equity councils led by health two other strategic priorities. The second involves community leaders to address their goals of awareness, coordinating the implementation of the Department of leadership, health system and life experience, cultural Health and Human Services (HHS) Action Plan to Reduce and linguistic competency, and data, research, and Racial and Ethnic Health Disparities, the policy that was launched in April 2011 that outlines the goals and actions evaluation. PDJ

Virginia Department of Health, Office of Minority Health and Health Equity counts town hall meetings; “supporting local health districts in conducting screenings and community forums; and providing resources consisting of community action toolkits, event flyers, press releases, and

fact sheets to agency partners, major stakeholders and community-based organizations” as strategies they are using to “advance health equity.”

The Office of Minority Health is taking a multi-faceted approach to solving the minority health dispar-

March/April 2013

Photo by Chris Smith

T

ity crisis. One of the main aspects is the Affordable Care Act, signed into law in 2010. “This is one of the most important pieces of legislation to help us reduce disparities. It will help us provide better access to care, while also helping to make health insurance more affordable, as well as helping

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National Minority Health Month

Photo by Tia Taylor, APHA

FEATURE

Gracia moderates a Q&A session at a community town hall event in Washington, D.C. with directors from HHS’ Office of Minority Health in honor of National Minority Health Month.

“ The importance of addressing health

disparities is to achieve health equity for all Americans in our country. ” —J. Nadine Gracia

to end the worst insurance company abuses. Preventive services, like blood pressure screenings, those are now provided with no cost, as cost is often a barrier to minority populations,” says Gracia. They are also investing in community health centers, over $11 billion within the next five years, that are often the “safety nets” for underserved communities.

The Cleveland Clinic, for itself, is working to get out the message and provide an example to other health institutions. “Over the past decade, we have studied the reasons [for health disparities]. With the Minority Men’s Health Center, we have deliberately tried to identify each of these barriers and create a program designed to eliminate that particular barrier,” says Modlin. The Health Center regularly

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visits churches and other community organizations to raise awareness of preventative health. To address lack of access, the Cleveland Clinic maintains a charity assistance program that actively enrolls needy patients.

To increase cultural competency, the hospital requires all clinicians to take cultural competency training in-house and online. And to address biological issues, the Cleveland Clinic encourages minorities to participate in clinical research studies.

The issue of health disparities has engaged nearly every kind of organization, big and small, grassroots and super PACs, academia and the private sector. To Gracia, the government cannot solve the crisis alone.

She points to partnerships and a multi-sector approach to end health

March/April 2013

disparities. And for Modlin, all of these organizations are welcome in the debate, as long as they help provide solutions.

“Solving this healthcare crisis is not going to be accomplished by any one physician or healthcare institution.

It is going to take the whole nation to embrace this and get behind this,” says Modlin. “Anything we can do to show to others how innovation can better engage these populations, and promote access, health literacy, cultural competency, all of these things collectively are important.”

This needs to go all the way up to the White House, and people need to be aware that this is a crisis that is only going to worsen if we don’t come up with some solutions.” PDJ

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Vanguard is a unique place to work that attracts unique people.

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Connect with Vanguard® Vanguard is an Equal Opportunity Employer.

As an equal opportunity employer, our commitment to diversity extends throughout our company, from senior leaders to crew members around the world. In our mission to be the best, we know that diversity of people and viewpoints is a vital asset. We see, every day, how fostering a diverse workforce promotes inclusion, stimulates innovation, and helps us all achieve the highest levels of productivity.

We’ve created an organization that’s built to last, and we invite you to join us.

www.vanguard.com/careers

FEATURE

Fostering a

American Express brings together the company’s 200 most senior female executives to promote career advancement and business growth at its Women’s Conference.

GROWTH Mindset

O

By Gabriella Giglio, EVP of Global HR at American Express

PENNESS TO LEARNING can have a profound impact on your life, relationships, and career. People with “fixed mindsets” believe particular behaviors and level of intelligence are set in stone and cannot be developed, while those with a “growth mindset” believe these qualities can be improved through your own efforts and experiences. Encouraging a growth mindset—a concept developed by Carol S. Dweck—has allowed American Express to evolve work habits, professional development, and ultimately foster a culture of learning and innovation.

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“ Moving on from failure can be tough, but it can be easier when you know you’re succeeding or failing on your own merits. ”

—Marissa Campise Marissa Campise, VP of Venrock, shares her personal story with some of American Express’ executive women at the company’s biannual Women’s Conference in October.

In October 2012, we hosted our biannual Women’s Conference to provide our top 200 senior woman with the skills and resources to develop and advance to the top levels of American Express. That’s where I met Marissa Campise, vice president at Venrock, a Silicon Valley- and New York-based venture capital firm. Campise shared great stories about how embracing a growth mindset in a male-dominated industry was critical to her career progression. Fostering a culture of learning in the workplace is challenging whether one works at a small startup or a big corporation, so we addressed how companies can help employees adopt an openness to change.

Here’s a portion of that conversation:

Giglio: We see apprehension to take risks and be open to

failure as one of the biggest challenges to achieving a growth mindset in the workplace. We’ve really focused on motivating and empowering our employees to be innovative and creative, because that’s when the magic happens. For me, a turning point in my career was taking a role that required me to move to Hong Kong. At that time, Asia was not the growth market it is now and many questioned my decision.

I learned so much in my time in Asia and gained a better understanding of what it meant to operate as a global company. The experience made me a better leader and fueled my desire to learn more about our business internationally, and as a result, I spent the next six years in London.

I know for you it was also important to take advantage of those new, sometimes daunting opportunities. Was there a

time in your career where you had to take a risk to move your career forward?

Campise: Absolutely. Joining Venrock last year was a huge

risk, for example. I held a coveted position at another prominent venture firm and gave that up because I wanted to build big, sustainable companies, something Venrock is known for. It was also daunting to enter a new culture, where I would be the only woman on the investment team, but my colleagues were quick to bring me into the fold as part of the team. Venture capital as a business is all about taking risks—you are guaranteed to encounter failure—and sometimes those risks pay off in a big way. At Venrock, individuals are empowered to lead deals and learn from one another to make big decisions. It’s ok to try new things and explore the unpopular because sometimes the best opportunities are the ones that involve working in new, unchartered territories.

Giglio: But when those failures do happen, it can shake

an employee’s confidence. We found it important to help employees shift their thinking, have them start to think about failures as opportunities to learn. Rather than sweeping mistakes under the rug, help them realize success can only happen because of missteps. It’s about learning and identifying what needs to change, how to change it, and to apply that knowledge moving forward.

Campise: Moving on from failure can be tough, but it can be easier when you know you’re succeeding or failing on your own merits. Especially for women, I think we’re in a better position to accept failure in a culture built on meritocracy. And while it is important to learn from your failures, I also try to prioritize what’s most important in life to put failures and problems into perspective. For me, family, close friends, and health all comes first. The rest has a solution.

Giglio: That’s a very good point. It’s important to know

your priorities and to let them guide your decisions, which takes courage. We try to help our employees develop these softer skills, and their business skills, as they advance in

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FEATURE

Above, Gabriella Giglio, EVP of Global HR at American Express, leads a workshop on talent management at the company’s Women’s Conference. Right, Giglio.

“ It’s important to know your priorities

and to let them guide your decisions, which takes courage. ” —Gaby Giglio their careers. We offer concrete learning paths and programs that help them develop the specific professional and business skills needed to lead others. Mid-level managers benefit from these experiences the most because their leadership style and openness to change has the potential to influence the next-generation workforce.

Campise: I think most people don’t really feel like they

know who they are or what they’re capable of early in their careers. Either they will embrace opportunities to grow and learn, which will help build self-awareness and confidence, or it will prove too difficult to have a winning attitude, creating more challenges and road blocks for one’s career path. You have to challenge yourself, pick yourself up, and move forward. Make sure you also celebrate your successes and find those ways to inspire yourself, so you are always driving towards something.

Giglio: At American Express, we talk a lot about the fact

that “growth mindset” is built on courage. You need to have the courage to be open to learn, to see the possibilities, and take risks, knowing that they might not always work out as planned. Anything else you’d like to add, Marissa?

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Campise: Most organizations don’t encourage risk-tak-

ing and instead punish failure. Innovation won’t emerge from organizations like this. In the startup world, we do everything we can to encourage risk-taking. Don’t be afraid to think differently. In history, some of the greatest entrepreneurs are the ones who took the greatest risks and dared to explore uncharted territory. At Venrock, we have found that many of our successful companies achieved greatness doing something different from their original idea. Navigating their way to success required bold thinking, risk-taking, and an openness to change.

Those qualities have to be in their DNA. In the VC industry, you can’t find those types of entrepreneurs if you don’t embrace the way they see the world. We search for that force.

Giglio: Marissa and I both believe a growth mindset can

absolutely be developed, and it starts with the realization that every day is a learning opportunity. I’d encourage employees to seek new experiences, and learn from the challenges and failures that occur. If our employees are constantly changing and adapting, it’s not failure. It’s ensuring a winning strategy for them and the company. PDJ

MAKE AN IMPACT WITH A CAREER AT SHELL. LET’S BUILD A BETTER ENERGY FUTURE. At Shell we believe that every individual has something valuable to offer. We understand that the more diverse the workforce, the wider the variety of ideas we bring to the table. If you’re ready to tackle the energy challenge and make a real impact on the world, join a company that values diversity and emphasizes the quality of life for its employees and their families. At Shell, we offer: n

Alternative Work Schedules

n

Health and Wellness Programs

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Work and Family Programs n

Employee Networks/Mentoring

To learn more and apply, visit www.shell.us/careers.

BE PART oF THE SoLUTIoN. @ShellCareers

Shell is an equal opportunity employer.

@ShellCareers

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Training and Development

| FROM THE DIVERSITY EXPERTS

CULTURE? WHAT’S THAT?

by Craig Storti Director, Communicating Across Cultures DL

It may be surprising to some, but many Americans don’t really believe in culture. Yes, they know there are people out there who come from other countries, speak other languages, dress differently, and eat strange foods.

They accept that there are other cultures, but they don’t really believe in cultural differences.

Or, to be more precise, they don’t believe that cultural differences are significant. They think, rather, that the differences are superficial (the aforementioned food, dress, customs), they do not go that deep. Because they don’t believe in the reality of culture, many Americans assume that people who think and behave differently are just being difficult or simply don’t know any better. This makes crosscultural encounters a challenge for many Americans.

Where does this odd belief come from? In part it’s that classic American idea of the melting pot.

Immigrants came here and assimilated, shedding their cultural identity and becoming something else:

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Americans. Implicit in this national narrative is the notion that culture can’t go very deep if it can be melted down and replaced that easily.

Another reason is that many Americans have never been outside the United States; only onethird of Americans have a passport. If you’ve never been in a foreign country, it’s harder to accept that culture is real. Most Americans have met people from other countries, of course, and may even have them as neighbors, fellow workers, or even good friends. But it’s one thing to encounter foreigners in your own country and quite another to be a foreigner in someone else’s.

There’s nothing quite like experiencing the foreign as normal—and the normal (that would be you) as foreign—to drive home the reality of culture.

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AMERICANS NEED TO BE ALERT TO THE FACT THAT THEY MAY HAVE A STEEPER LEARNING CURVE WHEN IT COMES WORKING WITH FOREIGNERS. Another factor at work here may be the deep individualist strain in American culture. People who cherish their personal uniqueness resist the notion that they could be a “type,” sharing certain group (i. e., cultural) similarities. To believe in culture, after all, means to accept that despite our cherished individuality, we are all alike in many ways.

Whatever the explanation, there is a fair amount of scepticism around the idea of culture, hence the idea of cultural differences. The result is that Americans are more likely to react to cultural differences—to get upset, frustrated, annoyed—rather than to accept them and move on. They do move on, eventually, but only after stumbling.

Americans need to be alert to the fact that they may have a steeper learning curve when it comes working with foreigners. Foreigners, in turn, need to be prepared to be patient with Americans.

PDJ

Craig Storti, a consultant and trainer in the field of intercultural communications, is the author of seven books.

| FROM THE DIVERSITY EXPERTS

EFFECTIVE COMMUNICATIONS HAVE NO BORDERS

by Karin W. Sarratt SPHR, Vice President of Talent Management and Chief Diversity Officer, WellPoint, Inc. DL

In July 2012, my family and I returned from an expatriate assignment in Brussels, Belgium. Looking back, this experience proved to be a platform for growth and development for my entire family.

Although we had successfully completed a family assessment to determine our “assignment readiness and adaptability,” we still found ourselves outside of our comfort zone once in Brussels. The most immediate gap that surfaced was our inability to speak the local language—we quickly learned that things do get lost in translation! In this rapidly changing, global environment, the differences in linguistics and cultural backgrounds require even greater focus on effective communications.

Arriving at the Brussels airport, I recall feeling out of place, vulnerable, and disadvantaged because I couldn’t speak French. I expected that someone would be waiting to welcome us, help us with the luggage and transportation, and assist in getting us settled in our temporary housing. My expectation was, however, misguided and it was incumbent upon us to figure it out. But this experience reinforced the need for us to remain flexible, patient, openminded, and to keep a sense of humor.

The assignment was designed to enhance my global business acumen. My responsibilities spanned across Europe, the Middle East, and Africa and the complexity of the assignment was magnified THE MOST IMMEDIATE by the scope of the operations in Russia. I worked GAP THAT SURFACED with a culturally diverse WAS OUR INABILITY leadership team, which inTO SPEAK THE LOCAL cluded representation from Belgium, Chile, France, LANGUAGE—WE Ireland, Germany, Russia, QUICKLY LEARNED and the United States. Every THAT THINGS DO GET interaction with my colLOST IN TRANSLATION. leagues reinforced the need

for respectful, cross-cultural communications.

Borrowing from Steven Covey’s Habit Five, “seeking first to understand then to be understood,” served me well in my relationship building and collaborations. As a result, I showed up ready to listen and gain deeper levels of understanding, versus jumping right to problem solving. This typically led to more questions, more discussions, and follow up meetings, but in the end we rarely had to “undo” decisions.

Overall, the collective experiences abroad, taught me the importance of: • Embracing new ideas and allowing yourself to be influenced by others • Tackling biases head on, those of others and my own as well • Admitting when you don’t understand a cultural norm but remaining open to learn • Allowing others to ask questions without feeling judged • Being comfortable with difficult discussions, all aimed at better outcomes Most importantly, the friendships that my family and I developed with people from around the world have opened our minds and hearts in a way that will last a lifetime. Now that we’re back in the United States, these critical lessons about effectively communicating are still relevant. Believe it or not, things still get lost in translation here too! PDJ Karin W. Sarratt leads all aspects of end-to-end talent management for the enterprise, including succession planning; management and leadership development; performance management; learning; training; organizational development; recruiting and retaining high potential talent. She is skilled in recognizing and developing top talent to enable successful, strategic succession planning.

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| FROM THE DIVERSITY EXPERTS

DO YOU HAVE A HUMAN EQUITY CHAMPION?

by Trevor Wilson Author and Global Human Equity Strategist, TWI Inc. DL

One of the essential elements to evolve the discussion beyond diversity to human equity within an organization is an effective human equity champion.

This is someone who will stand up and lead the transition beyond the group-based conversation of diversity towards the individually based, talent optimization discussion of human equity. A true champion understands the subtleties of introducing this discussion without appearing to step away from previous commitments to gender equity, improved race relations, and gay rights. The champion’s role is to position this transition as the next step versus a retreat from previous commitments.

There are four specific characteristics that we have found in an effective human equity champion. We can neatly summarize these attributes as the head, heart, arms, and legs.

Head: When we talk about the head of the champion we are referring to someone who understands the need to move beyond diversity towards human equity. This starts with the champion being able to make the distinction between diversity, inclusion, and human equity. The champion can trace and explain the evolution from diversity in the late ’80s to inclusion in the late ’90s to human equity in the last decade. The champion is also an individual who understands positive psychology and talent dif-

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ferentiation through a diversity lens, understanding that talent comes in all packages.

Heart: The second characteristic of a strong human equity champion is heart. These are individuals that have a gut level understanding for the issues surrounding inclusion because they themselves have experienced some form of exclusion. This can be firsthand or indirectly through a relative or close friend or associate. A CEO I know who regularly supported LGBT issues became a true champion when his 25-year-old son came out of the closet. Suddenly the issue shifted from statistics and reports to real life.

It is my contention that while head and understanding can be developed in an effective champion, it is very difficult if not impossible to transmit “heart” if it is missing.

Arms: The next characteristic of an effective human equity champion is the ability to reach the executive agenda. I call these the arms of the champion. In light of the recent, turbulent economic times, keeping something on the executive agenda in most organizations is more than

a challenge. Those who champion human equity within their organization have figured out how to do this and have the power and the access to make it happen. These are individuals who follow the adage “what’s of interest to my boss is my interest.” One human equity champion I know has made diversity, inclusion, and human equity a standing agenda item on his executive agenda. This means the top twenty individuals in his organization are having a focused discussion about these topics at least every ninety days.

Legs:The final attribute of a good champion is legs, i.e. they walk the talk. One of the key principles for proper implementation of human equity is that actions speak louder than words. The champion demonstrates the traits of a truly equity and inclusive leader. True to the adage “what you do speaks so loudly I can’t hear what you’re saying,” the champion within an organization demonstrates what we call unconscious competence in the equitable leader, competencies such as dignity and respect, openness to difference, and equitable opportunity. PDJ

In 1996 Wilson started TWI Inc. to specialize in the area of equity and diversity as a business issue.

In the same year, Wilson published Diversity at Work: The Business Case for Equity.

March/April 2013

| FROM THE DIVERSITY EXPERTS

THE OFCCP’S PROPOSED RULE REGARDING PEOPLE WITH DISABILITIES

by Nadine Vogel President, Springboard Consulting LLC DL

If a company is a U.S. federal contractor or subcontractor, its Diversity, HR, and EEO professionals are most likely aware of the 7 percent hiring goal proposed by the OFCCP. With President Obama’s re-election, a President who has shown tremendous support for improving job opportunities for individuals with disabilities, it is believed that this proposed rule will, in some form, be put into law. But how prepared are these organizations?

Highlights of the proposed rule include: Goals: Federal contractors and subcontractors would be required to set a hiring goal of having 7 percent of their employees be workers with disabilities in each job group of the contractors’ workforce.

Data Collection: Improve collection of data on employment of people with disabilities by modifying the invitation for workers to self-identify by requiring that contractors invite all applicants to voluntarily self-identify as an “individual with a disability” at the pre-offer stage of the hiring process. Contractors also will be required to invite post-offer voluntary self-identification and to survey all employees annually in order to invite their self-identification in an anonymous manner.

Record-Keeping: Require that contractors maintain records on the number of individuals with disabilities applying for positions and the number of individuals with disabilities hired.

Accommodation Requests: Require, for the first time, that contractors develop and implement written procedures for processing requests for reasonable accommodation.

Outreach: Require that contractors engage in a minimum of three specific types of outreach and recruitment efforts to recruit individuals with disabilities.

Job Listings: Require that contractors list job openings with One-Stop Career Centers or other appropriate employment delivery systems.

Annual Reviews: Require previously recommended steps contractors must take to review their personnel processes, as well as their physical and mental job qualifications.

ADAAA Updates: Incorporate updates made necessary by the ADA Amendments Act (ADAAA) of 2008.

The key to successfully meeting these requirements and doing so in a manner that is cost effective, mitigates risk, ensures productivity, and is consistent with corporate culture is organizational readiness. Waiting can be costly.

Conducting a Disability Organizational Assessment and Gap Analysis will determine your overall readiness and provide a strategic blueprint for how to proceed successfully and sustainably. In the meantime, paying attention to the action items below will be helpful.

• Talent acquisition strategy and execution • Training of recruiters, HR professionals, and managers • A fair and equitable reasonable accommodation process • Disclosure guidance • Etiquette and awareness training • Website and related accessibility • Essential job functions No matter how a company ultimately determines how to address these issues, they should keep in mind that although the legal implications are important, it’s the practical applications that are critical. PDJ. Nadine Vogel is president of Springboard Consulting LLC. Springboard (www.consultspringboard.com) is considered a global expert, working with corporations, governments, and organizations on issues pertaining to supporting the disability community in the workforce, workplace, and marketplace. She is also the author of DIVE IN, Springboard into the Profitability, Productivity and Potential of the Special Needs Workforce.

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| FROM THE DIVERSITY EXPERTS

ARE WE READY FOR A DIVERSITY 2.0 UPGRADE?

by Carlton Yearwood Senior Partner, True Blue Inclusion

For twenty-five years I’ve been doing diversity work.

Today, there’s a twice-elected African American in the White House; a woman leader being touted as our nation’s most popular, if not the greatest, Secretary of State, and possibly next president; and CEOs and C-suite leaders of all races and gender. Yet, some still continue to ask for a business case for diversity.

I’ve read Profiles in Diversity Journal since 1999. I’ve seen it grow in its depth and breadth of coverage. Yet, with all that has been achieved and proven—much of it documented within the magazine—why is the hill still so steep to so many? Conversations about diversity and inclusion have become more nuanced, but many of the questions we ask are the same, and the support that we seek from leaders of corporations, government and non-government institutions, public and private schools pre-K through post-doctoral, stay unchanged.

Despite these growing complexities, women still earn less than their male counterparts for the same work; minorities are still disproportionately denied fair and equitable access to opportunities; gays still fight for rights granted to others freely by laws; and schools in some neighborhoods have become merely institutions, not institutions of higher learning.

At the core, I believe we have a framing issue. We have to ask questions, raise issues in a framework people already understand, and perhaps ask them from a very different point of reference.

I once asked a CEO why he couldn’t grasp the importance of diversity in his company, when every day he actively manages his financial portfolio to achieve just that. Or whether he ever had a shade of doubt about his daughter receiving a fair wage based on her education, contribution, and performance, or whether he views minority job applicants as needing to prove they are qualified while others are assumed to be so. These are questions that every CEO should ask themselves.

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I often wonder what will come of the role of chief diversity officer (CDO) or the important work they do. Or the companies and institutions that either struggle or don’t want to accept the fact that diversity and inclusion strategies, nationally and most certainly globally, are what will bring growth and stability to the marketplace.

Legendary Green Bay Packers football coach Vince Lombardi, every Monday morning after a loss, would stand in the center of the locker room, a football held high above his head, and say, “Gentlemen, this is a football.’’

What he was saying is that they lost because they did not execute flawlessly on the fundamentals. They needed to return to some of the basics that made them a winning, high-performing team.

What are the basics that we want to achieve in the workplace and what are the things that prevent us from executing flawlessly so we can win in the marketplace? Are we asking the right questions of our leaders? Are they data rich and information poor?

All in all, I believe we are actually moving along well in our journey—I do. But it’s good when the positive jumps out clearly and is evident for all to see.

A short time ago, as a CDO summit was concluding, a well-recognized global business leader was so influenced by the proceedings he spontaneously shared a comment for all: “There should be no meetings where people and business are discussed where the CDO is not present. The fundamentals of how people will become engaged and grow to be optimal contributors is missing when they’re not at the table.” This is how the skill and experience of CDOs become leveraged, contributing positively to the logistics of business and the growth of society. PDJ Carlton Yearwood brings to the table a pedigree of success in corporate change management, sustainable culture change and in positioning diversity and inclusion as business assets.

At BAnk of the West, We vAlue the individuAl.

Different perspectives generate fresh ideas. That’s why at Bank of the West, we value diversity and equal opportunity for all our employees. We’ve grown stronger thanks to our unique blend of people. After all, in today’s competitive banking environment, it is our employees that keep us a step ahead of the rest. For career opportunities, visit us online at bankofthewest.com.

Bank of the West and its subsidiaries are equal opportunity/affirmative action employers.

Member FDIC. ©2012 Bank of the West.

Global Diversity

| Transformation and Reconciliation in South Africa with Global Diversity Consultant Melissa Lamson

S

ince the end of Apartheid in 1994, in which the government used oppressive tactics towards black Africans in order to gain and maintain power in South Africa, it has been astounding that war hasn’t broken out. Perhaps because the majority population supports the African National Congress, or the ANC, who took over rule of the country and have been the strongest growing political body ever since. They are known in South Africa as the “black government rule” (contrary to the “white government rule”). The

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situation in South Africa is improving rapidly, the economy is growing, global investment is occurring both to and from South Africa, and the country has become a popular tourist destination.

South Africa isn’t entirely stable, though, as extreme poverty still exists and much of the country continues to be underdeveloped, with infrastructure challenges such as telecommunications and healthcare. However, urban economic centers like Cape Town and Johannesburg are flourishing and the conditions inside townships, where the

“

Social change and governmental and business initiatives are intertwined in South Africa, and in many cases inseparable.

majority of the black African communities live, have improved dramatically. For example, previously there was no running water or electricity at all, and today most of the townships have them both.

South Africa has eleven official languages and hundreds more spoken in the various communities around the country. There are equally as many ethnic groups, but essentially South Africa categorizes it’s population into white-non-Afrikaans (British descent), white-Afrikaans (Dutch descent), Malay or Indian, and black Africans, who make up the majority of the population, specifically the communities of Nguni and Sotho, who comprise 90 percent of the black community in South Africa. Africans from all over Africa come to South Africa for work opportunities, too.

African society. Former Apartheid supporters have, in many cases, changed their attitudes towards black Africans and now promote creating a more integrated society. Many black Africans, in turn, see value in reconciliation for the economic and emotional benefit of all and anger is minimized on all sides.

But how does a society, which has suffered and wrestled with racism and oppression for so many years turn a new leaf? And how can global companies impact this change positively?

”

them become more savvy in technology usage overall. SAP considers South Africa as a key growth market to the company’s expansion efforts and is included in SAP’s overall global diversity strategy.

Anti-Discrimination Law and the BEE

Racism and discrimination are not only discussed on the societal level, but people are open to discussing these important issues in the workplace—without sugar coating or avoiding them.

Social Change, Government, Coming from another cultural context, and Business particularly the North American or Social change and governmental and European business worlds, one might business initiatives are intertwined in find it surprising and even shocking South Africa, and in many cases insepa- to sit in a business meeting in South rable. A company, particularly a foreign Africa where both black and white subsidiary, needs to build relationships people are openly conversing and stratwith government officials by showing egizing around racism. However, South its intent to support state initiatives.

African business leaders consider the Transformation and Leaders, in turn, need to consider how past experiences and future treatment Reconciliation Today in their business investment activity may of employees critical to building the South Africa impact the community in which it pool of talent and require addressing “Transformation” and “reconciliaoperates. In fact, a company may not this recent historical reality. tion” are two key words that guide the only consider its activity, but needs, to Anti-discrimination legislation is country’s growth and progress. The actively create or support existing pro- a driving factor meant to accelergeneral public, business leaders, and grams and initiatives that are benefiting ate transformation in South Africa. politicians speak about transforming the local population in some way.

Government and corporate policies South Africa into an equitable, racially For example, Forbes holds events support laws that create equal opintegrated, and thriving country where around important African holidays. portunities for what South Africa calls fair treatment for all peoples prevails. They have also sponsored commu“Previously Disadvantaged Individuals.”

The term is associated with the politi- nity diversity trainings, which helped These individuals include black cal activist and first president after bridge cultural differences and miniwomen, men, and people of color. (In the end of Apartheid, Thabo Mbeki, mize conflicts. Telekom established South Africa it isn’t uncommon to call while reconciliation is a term Nelson a mentorship program for eighteen those of mixed race “colored people,” Mandela used, meaning forgiveness, months with local South African uniand it isn’t considered offensive as it cooperation, and moving forward versity students with the goal to create is in the United States.) Surprisingly, as a peaceful nation. Both terms are a pool of talent to hire from as they white women also didn’t have many regularly used by the people of South expand. They, too, also do diversity rights under Apartheid but were “proAfrica, black or white, as optimistic training in the workplace to promote tected” by marriages to men who did. mantras for moving the country forunderstanding amongst their diverse The key to the anti-discrimination ward in a positive manner. workforce. SAP, the German software legislation is something called the BEE, It is not uncommon to hear congiant, has built computer learning labs or the Black Economic Empowerment versations that openly discuss racism, to teach children in various small vilcharter. It is essentially a company oppression, and fairness in the South lages how to use computers and help scorecard, not dissimilar to an affirmaMarch/April 2013

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Global Diversity

| Diversity Terms in South Africa Race, Ethnicity, Skin Color Black The term is used in the South African context and as defined black refers to people with an African, Indian, and Coloured background.

Coloured The term Coloured is used in South Africa in a nondiscriminatory way. However, it should be considered that in the course of the Apartheid the racial category ‘Coloured’ was socially constructed by the regime to differentiate between who were considered black people and people who had a black and a white parent, Asians (especially Indians), and some lighter-skinned Southern African nations like the Nama, for the purpose of ‘dividing-and-ruling.’ In the Apartheid hierarchy ‘Coloureds’ were between the blacks and the whites. Many opponents of the regime used the term only by adding ‘so-called’ to it, to elude oneself from the state-run racial category. From the 1970s and 1980s onwards most Coloureds begun to self-identify as black to stress the common experience of oppression and racism.

People of Color In the term ‘People of Colour’ ‘Coloured’ has been appropriated and positively redefined. The capitalized letters and the addendum of ‘People’ symbolize the rejection of racist terminology.

Sexual Orientation Gay, gay man, lesbian These terms are accepted within the gay communities to

tive action plan, which requires that a certain percentage of minorities, including racial groups, women, and people with disabilities receive special attention and access to resources that were previously denied them.

Additionally, shareholding capital within companies must be 25 percent black-owned. Currently supplier diversity programs are alive and growing.

Most business leaders take the BEE very seriously and buy in to the idea that its goal to equalize opportunities in the workplace is one of the

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describe people who are attracted to members of the same sex physically, emotionally, sexually, and/or spiritually.

LGBT/ GBLT Stands for “lesbian, gay, bisexual and transgender” and are widely used due to their inclusiveness of the diversity of the community.

Bisexual A bisexual person is attracted to men and women on a physical, romantic, emotional, and/or spiritual level.

Transgender person The term ‘transgender’ describes people whose gender identity and/or gender expression is different from the sex they were assigned at birth. This includes intersex people, cross-dressers, transsexuals, and transgender people.

They can be female-to-male FTM or male-to female MTF, but it is best to use the descriptive term the individual transgender person prefers.

Avoid Moffies’ Gay men

Isitabane Gay

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Gender Use Best person for the job Chairperson Unwritten agreement Working hour Humanity, human kind Staffing Labour force Efficient, proficient, skillful

only ways South Africa will ever truly thrive economically. Of course the situation is more complex than we’re able to portray here; white people in South Africa today do hold some resentment that now they may not get the job or opportunity they want.

Aince the end of Apartheid many white people have left for England, Australia, or the United States in search of jobs or other opportunities.

On the whole South Africa is one of the next big growth markets for foreign investment. There is a high reMarch/April 2013

Inkonkoni’ Lesbian

Avoid Best man for the job Chairman Gentleman’s agreement Man hour Man, Mankind Manpower Manning Workmanlike

turn on investment (ROI) due to less competition (not many multinationals are there yet), and it’s a market hungry for new products and services. For example, telecom companies in South African have added over 300 million subscribers over the last years. Since the World Cup in 2010, South Africa has seen a steady growth rate of about 5 percent.

South Africa, despite its ongoing issues, remains a dynamic center for diversity and new opportunity for economic growth. PDJ

2013 GOT INNOVATION?

Affecting a change in the established order; the creating of something new.

Each year in the July/August issue, Profiles in Diversity Journal looks to honor organizations and institutions that have developed innovative solutions offering measurable outcomes in the area of workforce diversity and inclusion. Our objective is to encourage and increase the number of businesses and institutions implementing innovative programs, projects, or practices that will help to improve workforce diversity/inclusion excellence. These awards will recognize innovations within the organization that have been launched within the past five years, and have had an influence and delivered a positive outcome on diversity management, staff recruitment, and/or toward inclusiveness and improved equity in the workplace. Any one idea or project qualifies as long as the results are already making a great impact on diversity management and/or business and institutional diversity/inclusion excellence.

Visit diversityjournal.com/innovations for details.

DIVERSITY JOURNAL PROFILES IN

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THOUGHTLEADERS

MINORITY HEALTH

| In this issue of Diversity Journal, in honor of National Minority Health Month, we asked the leaders at some of the world’s most influential corporations and organizations to share personal and professional stories related to healthcare inequities.

Striving to Eliminate Health Disparities in New Jersey care professionals and administrators throughout New Jersey through annual cultural competency and train the trainer programs. Since 2004, in response to the Institute of Medicine’s more likely to die from asthma than their white counterparts. The groundbreaking Unequal Treatment: rate of HIV infection among Latinas is Confronting Racial and Ethnic Disparities in Healthcare, we’ve strived to elimifour times greater than white women. nate health disparities in a state with a Asian Americans are at greater risk of high rate of foreign-born immigrants. being infected with hepatitis B than First, C.A.R.E. Healthcare Cultural non-Asians.

Health inequity is a significant prob- Competency Program for Healthcare lem. These sobering statistics impact our Professionals was developed through economy, workplaces, schools, commu- an Aetna grant to provide professionals with the skills critical to caring for panities, and the quality of life for everyone, because we don’t live in a vacuum. tients from diversity backgrounds.

Today, the Horizon Foundation for Healthcare disparities are rooted in soNew Jersey continues to provide grants cial, economic, and environmental differences. Whether it’s a health provider to support this program as well as the with racial biases or inadequate cultural- Healthcare Cultural Competency Train the Trainer program, offering strategies competency training, or a patient who and resources to professionals to eduhas limited access to care or a lack of trust of professionals passed down from cate their staff in cultural competency. generation to generation, the multitude Developed and facilitated by American Conference on Diversity staff educated of cultural dynamics that come into play disproportionately affects people in in healthcare, it helps participants explore issues of diversity within themour society.

That’s why the American Conference selves and the healthcare environment as well as improve their communication on Diversity works to educate healthBy Elizabeth Williams-Riley, President and CEO, American Conference on Diversity FRICAN AMERICANS ARE four times

A

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skills to provide care to an increasingly diverse patient population.

Even if someone is diagnosed, will he or she know what the healthcare practitioner means during conversations? Does the patient understand how often to take his or her medicines?

Our goal is to increase health literacy by working directly with professionals because, while the majority of Americans with low literacy skills are white, native-born Americans, ethnic minority groups are disproportionately affected, as are older patients, recent immigrants, people with chronic diseases, and those with low socioeconomic status. We also hope to work with pipeline practitioners and students in training, using experiential learning to close the disparities gap.

To paraphrase the CDC, we will continue this work until every person has the opportunity to attain his or her full health potential and no one is disadvantaged from achieving their potential because of socially determined circumstances. PDJ

Kidney Disease: A Silent Epidemic Among People of Color

By Laura Mildenberger, Chief People Officer, DaVita

T

en years ago, Valinda Jones was a busy African-American woman with moderately high blood pressure. She was also a labor and delivery nurse with thirty-five years of medical experience. Devoted to her family and career, Jones was always on the go, but a lot of the time, she was tired.

In fact, Jones estimates that she experienced serious fatigue for more than a decade. But as she told her nephrologist, “I was a nurse, working two jobs and a single mother. I thought I was supposed to be tired.”

Unfortunately, the loss of protein in her urine and the fatigue were messages from Jones’ body: her kidneys were slowly failing. Despite the fact that she was a nurse, Jones had no idea her very life was at risk until she was in crisis and her kidney function could not be saved.

Back then, Jones didn’t know that high blood pressure and diabetes are the two leading causes of kidney failure. She also didn’t know that being African American put her at four times the risk of kidney disease as her white counterparts.

So for five long years, Jones was on peritoneal dialysis—a home dialysis option that filters the blood of toxins and excess fluids, which is normally the kidneys’ job.

“Dialysis isn’t easy,” said Jones. “I’m grateful every day that it saved my life, and I’m grateful for the amazing care I received, but in some ways life began again when I got my

kidney transplant.”

Many people of color have no idea they are at greater risk for kidney disease.

African Americans are four times more likely to face kidney disease than their white counterparts; Hispanic Americans are twice as likely, and Native Americans and people of Asian or Pacific Islander descent also have an elevated risk for chronic kidney disease (CKD).

Kidney disease is epidemic in our country; unfortunately, it’s a silent epidemic. One in ten U.S. adults has kidney disease and most don’t know it.

There are usually few or no symptoms in the early stages of CKD. It is typically not until the late stages of CKD that noticeable changes occur. Some of these symptoms may include high blood pressure; regularly feeling tired, dizzy, or nauseated; swelling in your feet, hands, or face; back pain; or a change in how often you go to the bathroom.

An initial diagnosis of kidney disease typically involves a simple blood test that allows the physician to calculate the level of kidney function or glomerular filtration rate. DaVita’s Chief Medical Officer Allen Nissenson urges African Americans and any patient with diabetes or high blood pressure to ask their doctor for this test, which is often not included in a standard annual evaluation. PDJ

Helping America Live Healthier

By Dr. John Agwunobi, President of Health & Wellness, Walmart U.S. DL

I

STARTED MY career as a pediatrician

because I found it rewarding to help children and enjoyed seeing the positive difference you could make in each life. When I got the call to enter public service, first at the Florida Department of Health and later in the Department of Health and Human Services, it was a difficult decision. I knew I would miss regularly seeing patients, and I still do.

And then, I came to Walmart—and while I still no longer get to see patients, I do get to see first-hand how businesses have the potential to make a positive impact on each and every customer’s health. I regularly visit stores and talk with customers and staff. Doing this is one of the most interesting parts of my job. I hear about customers struggling with pain, because they can’t afford a doctor’s visit, and then end up in the

ER for an even more costly visit. As the largest retailer in the world, we believe we have an opportunity and a responsibility to help improve this situation by helping people afford to stay healthy— whether it’s dealing with a chronic disease such as diabetes or simply being able to afford their medications.

Our prescription program has already saved Americans billions of dollars and helped to expand access to generic versions of popular medications. More than 100 of our prescriptions are used to treat heart disease and diabetes, two of the most prevalent diseases within several minority populations, and two of the overall leading causes of death within our country.

In addition to reducing the cost of medications, we’re also working to make health care products more affordable.

According to the CDC, more than 12 percent of African American adults, about 3.7 million adults, have been affected by diabetes and the cost of glucose strips alone can cost patients more than $1,000 per year. The launch of Walmart’s diabetes products, including blood glucose meters and test strips, has the potential to save diabetes patients millions of dollars.

In my days as a pediatrician, I strived to help each individual patient.

Today, in my role at Walmart, I strive to help Americans live better. And, I don’t think there’s a more powerful way to express that mission than in helping Americans live healthier lives by making their health-related needs more affordable. PDJ

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Reducing Health Disparities Among Multicultural Groups a Priority for CVS Caremark

By Papatya Tankut, VP, Pharmacy Affairs, CVS Caremark DL

C

VS’s Project Health initiative, known as Proyecto Salud in Spanish, is helping to connect residents in multicultural communities to preventive healthcare. The wellness program, offered in several major U.S. cities, including Atlanta, Chicago, Dallas-Fort Worth, Detroit, Houston, Los Angeles, Miami, New York City, Philadelphia, and Washington, D.C., delivers millions of dollars worth of free health screenings annually with the goal of preventing disease through early detection. Project Health provides customers the opportunity to receive free comprehensive health screenings and risk assessments, on-site consultations with bilingual nurse practitioners and CVS pharmacists, and referrals to nearby no-cost or low-cost medical facilities if follow-up care is needed.

Far too many multicultural populations have difficulty making their health a priority. Whether they are struggling to access quality care or they are simply unaware of the risk factors they may be facing, ensuring these patients receive preventive care is imperative to helping them on their path to better health. That’s why the program, while open to everyone, is focused in areas with large multicultural

populations where known disparities in healthcare access exist. The goal is to reach people who may not otherwise see a healthcare provider and encourage them to see pharmacies and pharmacists as accessible healthcare resources.

Tens of thousands of patients have received quick and convenient health screenings and risk assessments through Project Health, demonstrating the need for these important services. In 2012 alone, Project Health screenings detected that 53 percent of patients had at least one abnormal screening result, 47 percent had at least one abnormal risk factor for heart disease, 51 percent had risk factors for osteoporosis, and 32 percent had abnormal glucose readings.

Improving access to care for customers is important to ensuring their long-term health. By holding Project Health events in communities that are home to people from a variety of cultures, patients who may not have had access to high-quality care receive an important health assessment, putting them on their path to better health and helping them live healthier lives for years to come. PDJ

ELI LILLY AND COMPANY’S MINORITY HEALTH EFFORTS

By Shaun Hawkins, Chief Diversity Officer, Eli Lilly and Company

A

CCESS TO BETTER health is not only

about getting proper care. People also must have culturally relevant health resources and programs. As we all know, we’re not all the same.

That is why Lilly is working to understand how cultural differences impact patient outcomes. We’re also striving to discover innovative solutions that meet the health needs of our diverse society.

One key area of focus is increasing diversity in clinical trials. Because medicines don’t work the same for everyone, there is a need to understand how they work and the safety profile in the patients likely to take them. Our goal is to better match the demographic composition of clinical test groups with the disease prevalence rate in the general population. Some diseases affect African Americans, Hispanics, Asians,

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and other minority populations disproportionately.

Since the company began focusing on increasing minority participation in clinical trials, more than 300 diverse trial sites have been added that are helping increase minority representation. We also are actively recruiting investigators with diverse patient populations, translating materials into Spanish, sponsoring advisory boards, partnering with advocacy organizations to raise awareness about health disparities and the need for diversity in clinical trials, and addressing barriers of patients getting to clinical trial sites.

The inclusion of diversity also is essential in global health education initiatives. Increasing cultural competency and ensuring multicultural groups have access to healthcare information is a main focus.

March/April 2013

Lilly has partnered with nationally recognized health literacy experts to implement new standards to ensure patient communications and resources adhere to health literacy principles.

One educational program is Lilly for Better Health, a patient-focused resource for improving the health and well-being of communities. Resources include a website, conference exhibits, and printed materials, available in both English and Spanish.

In addition, Lilly collaborates with advocacy groups, professional societies, public and private healthcare administrators, and others on programs and other initiatives designed to reduce health disparities and to provide healthcare information to diverse communities. PDJ

INVEST IN YOUR HEALTH

By Douglas Martin, Site Manager, Erie, Pennsylvania, BASF

N

early ten years ago, I accepted a new assignment at BASF that led to a major change in my life. It wasn’t the need to relocate my family from Charlotte, North Carolina, to New Jersey. It was something that happened at the doctor’s office when I underwent a physical exam. The doctor’s scale said my weight had reached nearly 300 pounds.

I went home that night and asked myself: What am I going to do? I was forty-two, had a wife, young children, and a demanding new assignment. In addition to being overweight, I had hypertension—a very common disease among African Americans that could eventually cause serious health issues if I maintained my current course. That day, I decided things had to be different. I changed my diet, ate less, and ate healthier foods. I started taking long, brisk walks for exercise. When I could no longer walk fast enough to keep my heart rate elevated, walking became running. I ran outside nearly every day regardless of the weather, and within two years, I lost a total of seventy pounds.

The personal benefits are obvious, but there have also been advantages for my company. My daily exercise provides the energy and stamina I need, even when I have to work long hours because of a demanding or highstress workload. My department head has overlooked the occasional long “lunch break” I take to fit in an afternoon run, and encourages me to exercise every day. And support has come from my co-workers as well, including one member of my organization who helped me form an informal running club that meets after work two to three times per week.

My company encourages good health and well-being too. Our new corporate headquarters building has a wellequipped health club, while HR provides wellness programs designed to fit individual needs, including those of minority employees.

Despite the help and support I’ve received, one important fact can’t be overlooked: When it comes to our health, we need to take control of our own situation. My doctor’s only advice a decade ago was to eat less and exercise more. I decided to choose a course of action and stick with it longterm in order for it to be successful. I did, and it worked.

Today, I continue to watch my diet and exercise every day. I’ve been able to maintain my weight loss and, with the combination of diet, exercise, and medication, lower my blood pressure as well. I encourage everyone, during National Minority Health Month, to make the investment in your own health to ensure that you can have a long and happy life and a productive career. PDJ

Making Healthcare Work for Everyone

By Yasmine Winkler, Chief Marketing, Product and Innovation Officer, UnitedHealthcare DL

U

NITEDHEALTH GROUP IS a diversified

health and well-being company with the mission of helping people live healthier lives. We recognize that the United States demographic make-up is ever-changing and becoming more diverse, with multicultural populations becoming the predominant driver of population growth.

In the United States, health disparities are well-documented in minority populations, including African Americans, Native Americans, Asian Americans and Latinos. When compared to whites, these minority groups have higher incidence of chronic diseases, higher mortality, and poorer health outcomes. Among the diseasespecific examples of racial and ethnic disparities in the United States is the cancer incidence rate among African Americans, which is 10 percent higher than among whites. Adult African Americans and Latinos have approximately twice the risk as whites of developing diabetes.

Minorities also have higher rates of cardiovascular disease, HIV/AIDS, and infant mortality than whites.

UnitedHealth Group has established programs and products and services to meet the needs of diverse populations and fight health disparities. Services are available that include bilingual, in-culture materials and websites with information on everything from prevalent health conditions and lifestyle information to enrollment tools and physician search assistance. We also offer programs targeted at ethnic groups such as PlanBien, a health benefits program designed for Spanish-speaking Hispanics and their families; Asian Initiatives, supported by culturally and linguistically appropriate services; and Generations of Wellness, which provides culturally specific health information through educational campaigns to help African Americans.

These initiatives provide culturally and linguistically appropriate health educational materials and health care; focus prevention, health education, and treatment efforts for specific demographic groups on health conditions prevalent in such groups; help improve health plans across diverse populations; and ensure equity in access and quality of care.

Based on the tremendous growth trajectories of minorities in the United States, UnitedHealth Group will continue to innovate culturally relevant products and services for all Americans. PDJ March/April 2013

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Baker Botts Tackles Alzheimer’s Among African Americans

Lowering Childhood Obesity at Girls Inc.

A

By Judy Vredenburgh, President and CEO, Girls Inc.

FRICAN AMERICANS ARE are two to

three times more likely to develop Alzheimer’s. This startling statistic inspired retired Baker Botts partner (and current Senior Counsel) J. Patrick Berry to help design and implement the African American Network Against Alzheimer’s, a nonprofit focused on BERRY informing the public about how this disease constitutes one of the greatest healthcare disparities affecting African Americans today.

Although Berry is not African American, he and his colleagues in Us Against Alzheimer’s became committed to the formation of such a network in early 2012.

The official launch of the African American Network will occur this April.

Their first objective was to educate members of the African American community about their higher risk of developing Alzheimer’s (it is the fourth leading cause of death among older African Americans.) Materials are being specifically tailored to address different segments of the African American community based on such factors as age, income, education, and geographical location.

Secondly, the African American Network will identify and engage African American leaders in various community, government, business, and faith-based organizations to participate in and support the effort to educate African Americans about Alzheimer’s.

Over a dozen distinguished individuals have already agreed to participate as founders, including Reverend Al Sharpton, former U.S. Surgeon General Dr. David Satcher, and Melody Barnes, former Director of President Obama’s Domestic Policy Council.

Thirdly, as more members of the African American community become aware of how dramatically Alzheimer’s discriminates against them, and as more African Americans begin to share their stories and experiences with one another, the African American Network will assist African American communities in requesting their elected officials to support greater research of the causes of Alzheimer’s, including race-based differences.

The African American Network will also assist in the mobilization of African Americans, especially younger African Americans, to become aware of and to participate in studies focused on finding a cure for the disease.

The economic and emotional burdens of Alzheimer’s on African Americans, which are already severe, will continue to grow as the proportion of older Americans in minority groups is predicted to double between 2012 and 2050, a development that will dramatically increase the disease’s total costs on our nation. PDJ

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inority health today is inescapably linked with the issue of childhood obesity.

While almost a third of American youth are overweight, nearly 40 percent of African American and Latino children are overweight or obese.

We cannot afford either the loss of their futures to the myriad of health issues linked to obesity or the potentially crippling impact on our healthcare system. National Minority Health Month provides the ideal opportunity to discuss solutions grounded in respect, positive motivation, and the idea that new habits can be consistent with one’s culture.

With a service population of nearly 70 percent girls of color, our Girls Inc. Mind+Body Initiative gives girls knowledge, skills, and motivation to form and maintain a healthy, positive sense of self. We want all girls to grow up able and driven to promote their well-being and that of their families. We also understand that cultural considerations are incredibly important when it comes to health—and especially nutrition.

We partnered with MetLife Foundation to promote healthy decisions and lower obesity in communities nationwide. Our goal was to encourage small, everyday actions building into lifestyle changes. The resulting guide emphasized realistic steps and solutions, such as healthier preparations of favorite traditional dishes and a cost comparison of affordable fresh foods to preprepared or fast food counterparts.

With this resource, our Tarrant County, Texas affiliate asked middle school age Latinas and families to map where, how, and why they shopped for produce. Some traveled for fresh food, but lacked transportation to continually stock it. Others picked stores based on the availability of cultural products and bilingual staff.

Including girls and parents/guardians was critical. Though adults usually made food purchases, girls were often in charge of younger siblings’ meals when parents were working. They also were making choices about what to eat when at school or when hanging out with friends.

The girls and families had several takeaways. They increased knowledge about purchasing fresh, affordable food in welcoming environments. They also started conversations about nutrition and supporting each other in making good choices, as seen in the experience of Leslie, 12: “I still remember everything. My mom and me talk a lot about being healthy and how to make decisions that are best for us. I like to tell my friends about what I learned too. At lunch, sometimes they ask me where I got my pomegranate or mango.”

Though we focus on girls like Leslie, we know nonprofits, health institutions, and corporations are tackling minority health together in many ways. We encourage more partnerships and their inclusion of cultural perspectives and flexible resources to ensure a healthy future for all. PDJ

Targeting Breast Cancer Rates in Minorities

By Marc Hurlbert, Executive Director, Avon Foundation Breast Cancer Crusade

R

emarkable progress has been made in breast cancer screening and care in the past twenty years. Survival is improving, surgery can be less invasive in most cases, targeted therapies with fewer side effects are available, and not every breast cancer has to be treated with harsh chemotherapy. However, even with this progress, an Avon Foundation for Women-funded study has found that these advances aren’t available to everyone, particularly to African American women.

The Racial Disparity in Breast Cancer Mortality Study, conducted by Sinai Urban Health Institute, analyzed the breast cancer mortality rate in black and white women in twenty-four of the largest U.S. cities and found that nearly five black women die needlessly per day from breast cancer in the United States. The study reported that in twentyone of the twenty-four cities analyzed, black women had higher mortality rates from breast cancer. The researchers concluded the disparity is primarily due to a woman’s access to screening and treatment services. Some cities, like New York City, have several public hospitals offering low-cost or free screenings throughout all five boroughs; other cities, like Chicago, which has a much higher disparity, have fewer

public hospitals, making it much more difficult for women to get mammograms and treatment.

The study also showed that black women are not dying from breast cancer any more than they were in the past— it’s that white women are dying less. For the last twenty years, the breast cancer mortality rate for black women has remained the same, but the rate for white women has been cut nearly in half because they have access to new advances in diagnosis and treatment. Although genetic factors likely cause about 10 percent of the disparity (black women get more aggressive forms of the disease, such as triplenegative breast cancer), 90 percent of the disparity is due to societal issues such as poverty, racial inequities, and a lack of culturally relevant education about breast cancer.

This disparity is not just an issue for the African American community; it’s an issue for society as a whole. All women, regardless of race, must be educated about the importance of breast health screening, have access to screening regardless of their ability to pay, and must receive highquality treatment in a timely manner and complete their recommended therapy. PDJ

Connecting Diverse Communities to U of Chicago Health Events

By Amy E. Best, Senior Vice President and Chief Human Resources Officer, Exelon

A

S AN ELECTRIC and gas utility company

serving more than 6.6 million customers in urban areas like Chicago, Philadelphia, and Baltimore, the wellbeing of Exelon is intrinsically linked to that of our customers. For this reason, the company works to decrease the disparity of health-related issues—especially in terms of disease awareness and detection, prevention education, and treatment—between people of color and others.

Since 2003, we have collaborated with the University of Chicago Comprehensive Cancer Center (UCCCC) to advance healthcare for people of color and broker a partnership between the UCCCC and the diverse populations it serves. The UCCCC programs address misconceptions and low awareness among some diverse, at-risk populations in the early detection and treatment of cancer.

A Walk Through the Cure Exelon supports the UCCCC’s A Walk Through the Cure events, guided and

educational tours of the hospital environment and mammography process aimed at the African -American and limited English- speaking Asian -American women from Chicago’s South Side. The events include breakfasts among physicians, bilingual community health professionals, community members, and cancer survivors, followed by tours of the University of Chicago Hospital facilities during which staff provide information on cancer risk and control. Participants have not only requested additional walkthroughs on other types of cancer, but 57 percent of Asian American and 50 percent of African American participants age 40 or older responded that they now plan to have yearly mammograms as a result of the program.

Nutrition Knowledge Bowl In 2008, Exelon supported UCCCC’s Nutrition Knowledge Bowl, a Jeopardytype game show in which local-area African American students from six

South Side high schools participated. The event attracted hundreds of students, parents, teachers, and community members—including healthcare providers—who cheered on their teams and learned more about cancer awareness and healthy eating.

The successful event inspired a spinoff program, Ambassadors for Nutrition, through which high school students who participated in the Knowledge Bowl go to local farmers’ markets to distribute health information and discuss cancer and health issues with community members.

Exelon is committed to investing in its communities, especially when it comes to health and wellness of diverse customers.

Our community wellness initiatives demonstrate a shared commitment with area providers like UCCCC to build lasting and valuable networks with community members and serve as a resource for sustainability and growth. PDJ

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Understanding Social Determinants of Health

Connecting Fiscal and Physical Fitness

By Robert S. Kahn, Associate Director, Division of General and Community Pediatrics; Cincinnati Children’s Hospital Medical Center DL

By Frank Robinson, Senior Vice President, Public Affairs Manager, Union Bank; DL American Heart Association Power To End Stroke Chairman

M

A

Y FATHER HAD a saying, “a rich man’s house

burns as quickly as a poor man’s house.”

He was no firefighter, but he and my mother both had a commitment to civic duty.

That family-driven sense of duty is part of what has led me to the work that I do as a pediatrician at Cincinnati Children’s Hospital Medical Center.

The medical community knows from experience that simply caring for a child’s immediate ailment and sending them home can be a revolving door in many cases—particularly for patients of low socioeconomic status. The child may be better for the moment, but if they return to substandard housing circumstances, for example, it is extremely likely we will see them again for the same issues. By thinking about social determinants of health and collaborating with devoted organizations in our community, Cincinnati Children’s has been able to create an approach that goes beyond our clinical care, to include public and social wellbeing in addressing health issues.

Looking at the example of asthma, my research team has found that African American children are more than twice as likely to be readmitted for asthma. Household socioeconomic status and strain explain a significant portion of this disparity.

Using hospital data, we are able to pinpoint geographic areas and neighborhoods that seem to be asthma hotspots. We can then work with community partners—lawyers, local organizations, and community leaders—to improve conditions in those specific areas and address some of the exact issues that are impacting asthma rates and the health of children.

So, why should someone not impacted by such disparities or not living in sub-standard housing care about this? That can be answered in two ways. The first has to do with efficiency and value in healthcare. When we reduce preventable health problems in underserved and minority children, we are saving money and producing better outcomes for all. If we are able to reduce the number of avoidable visits a given minority family makes to an emergency room, that can translate to greater efficiency, including more time and resources to provide in-depth service for every other family in need of care at that emergency room.

In the end, though, I prefer the second answer, which relates to personal values. It goes back to my father’s saying. What I think he meant is that there is a point where society is so fractured and fragmented that people do not understand who their neighbors are and the struggles they face. As you lose any sense of what it is like to walk in their shoes, you wind up with a society that none of us would really want to live in. That’s why minority health is a priority for me, and should be a priority for all. PDJ

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March/April 2013

t Union Bank, we are committed to responsible banking and believe that total wellness includes physical and fiscal fitness. As part of a commitment to the health and wellness of our employees and community, Union Bank has been a supporter of the American Heart Association (AHA) in its effort to fight cardiovascular disease and stroke for more than twenty years.

Over the last five years, Union Bank and its employees have helped raise nearly $2.5 million in support of the AHA’s research, education, and prevention programs. We’ve worked with the AHA and its Health Equity team to host a series of Health and Wellness Expos at branches in ethnically diverse communities throughout Southern California.

The goal of the expos is to bring the “No Wealth Without Your Health” message to underserved communities by providing heart health education, emphasizing its connection to one’s financial fitness. The expos provide health screenings and consultations, including blood pressure checks and cholesterol screenings; BMI, glucose, and hemoglobin screenings; and financial wellness check-ups.

These screenings are vital to the health of ethnic communities. Heart disease, stroke, and other cardiovascular diseases are major causes of death among African Americans, Asians, and Hispanics, yet the level of awareness remains low.

The statistics are sobering: • People of color are 1.5 times more likely to die from heart disease.

• People of color are 1.8 times more likely to have a fatal stroke.

• Heart disease and stroke are the number one and number four causes of death for African Americans.

• Cardiovascular disease is the number one cause of death among Latinos.

In 2012, our efforts resulted in approximately 1,600 people receiving more than 1,500 free health screenings.

Heart health education materials that outline the AHA’s Life Simple 7 (Get Active, Cholesterol Control, Eat Better, Manage Blood Pressure, Lose Weight, Reduce Blood Sugar and Stop Smoking) are available at our branches. Materials are created in-language for each targeted group. Together, Union Bank and the AHA continue to educate diverse communities about how to live healthier, improving both physical and fiscal fitness. PDJ

You are a builder.

You are the architect of our community. You believe opportunity and growth are the building blocks of a strong society. You work tirelessly to develop lasting partnerships.

For your commitment to enriching lives, we salute you.

Union Bank recognizes our colleague, Senior Vice President Frank Robinson for his ongoing dedication and commitment to fostering partnerships in the communities we share.

unionbank.com

Š2013 Union Bank, N.A.

THOUGHTLEADERS

MINORITY HEALTH

Valuing Each Unique Veteran

By Robert L. Jesse, Principal Deputy Under Secretary for Health, Veterans Health Administration

W

HILE VETERANS HEALTH ADMINISTRATION

(VHA) is advancing healthcare quality, we are also committed to being a leader in achieving healthcare equity. Healthcare equity is more than providing access to health services, it is ensuring those services are of high quality, equitably delivered, and customized to meet the needs of each individual.

The organization is transforming from a disease focus to a proactive patient-driven focus, providing prevention health and well-being in a way that eliminates disparate health outcomes and ensures health equity. Focusing healthcare delivery on the individual requires VA to create a system that values and appreciates the needs of each veteran.

Over eight million veterans are enrolled to receive care at VHA; 20 percent are racial and ethnic minorities, and that number is growing. It is important to have a workforce that reflects the communities

and people served. A diverse and inclusive workforce creates a diverse and inclusive healthcare system that can relate to and accommodate the cultures, backgrounds, and viewpoints of all veterans.

To achieve equity, it is important to identify the differences that exist, understanding the causes of those differences, and when appropriate, developing interventions that ensure equity. The organization has a commitment to research focused on identifying and understanding health and healthcare disparities, especially those unique to veterans. These research activities address disparities among multiple ethnic and racial groups and system-level healthcare delivery disparities. Most notable are two research centers, the Center for Health Equity Research & Promotion and the Health Equity and Rural Outreach Innovation Center, along with fifteen other studies exploring why health inequities exist and potential solutions.

This summer an Office of Health Equity (OHE) was launched, with a mission to coordinate programs, projects, research, and initiatives that address health disparities and equity in health and healthcare within VHA. Over the next year, OHE will develop a Health Equity Action Plan. The comprehensive plan will focus on disparity reduction, metrics for equitable access and health outcomes, and cultural competency training for staff. OHE will translate research and quality improvement findings into operational plans, clinical treatment, education, and outreach services.

America’s veterans and their families have made many sacrifices in service to our country. The 272,000 employees of the VHA, myself included, are committed to serving them by providing healthcare tailored to their personal goals for health. PDJ

Whittier Street Health Center: A Champion in Minority Health

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ust miles from Boston’s world-renowned hospitals, Whittier Street Health Center (Whittier), a community healthcare and wellness center, provides healthcare and social services for thousands of the city’s ethnically diverse and largely low-income population. Ninety-two percent of Whittier’s patients live below the poverty level, 83 percent live in public housing, and 88 percent are from a minority background.

Frederica Williams, President and CEO of Whittier for eleven years, takes the health of Boston’s neediest residents seriously. With a mission to provide equitable access to high quality healthcare, Williams understands the connection between socioeconomic issues—poverty, violence, unemployment, affordable housing, and education—and good health.

According to the U.S. Dept. of Health and Human Services Offices of Minority Health, in 2008 cancer was the first or second leading cause of death for minorities in the U.S., with African Americans having the highest mortality rate for all cancers combined. Heart disease was the leading killer across most minorities in the U.S., accounting for 25 percent of all deaths in 2008.

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In January 2012, Whittier opened the doors to its first permanent home in its 80-year history. The new building houses programs and services to address wellness and high rates of chronic illnesses in the WILLIAMS communities served. The new facility includes the first-of-its-kind Cancer Equity Center, in partnership with Boston’s Dana-Farber Cancer Center, to help reduce the high rates of deaths from cancer in minority communities.

Since Williams joined Whittier, the number of patients has increased from 5,000 to 25,000 in 2012 and her vision is to grow that number to 40,000 by 2017. The increase of patients represents the important resource Whittier is to residents. In 2010, Whittier ranked above the national average for healthcare services and ranked below the national average in low birth weight, 2.27 percent to the nation’s average of 8.3 percent, among 1,200 community healthcare centers surveyed across the country.

Championing equitable access to healthcare regardless of a patient’s ability to pay for services, Williams remains committed to eliminating disparities in health and healthcare in low income and minority communities. PDJ

Increasing Minority Representation in Clinical Trials

Chronic Disease Can Be Solved with Diet

By Barry J. Gertz, Senior Vice President, Global Clinical Development, Merck Research Laboratories

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I

n the U.S. today, certain racial and ethnic groups experience disparities in quality and access to healthcare. These disparities may be due to economic issues as well as an increased prevalence of chronic illnesses, such as diabetes and hypertension. We’ve undertaken several initiatives designed to increase participation in clinical research efforts, while improving access to medicines and vaccines. They include: • Educating healthcare professionals to increase their awareness and understanding of the impact of healthcare disparities on quality of care and health outcomes.

• Committing $15 million through 2013 from the Merck Company Foundation to The Alliance to Reduce Disparities in Diabetes. The alliance aims to decrease disparities in healthcare related to diabetes and to improve prevention and disease management services.

• Establishing Merck for Mothers, a program to tackle the two leading causes of maternal mortality around the world: post-partum hemorrhage (bleeding after childbirth) and preeclampsia (hypertensive disorders).

• Partnering with external organizations, including the Society for Women’s Health Research and the National Minority Quality Forum, to improve diversity of participants in clinical trials.

The safety and efficacy of new medicines and vaccines depends on their evaluation in the populations that will be using them, including minorities and women. Scientific evidence shows differing responses to medical treatments between genders and among racial and ethnic groups, yet women and minority populations have historically been (and continue to be) underrepresented in clinical trials. Increasingly, U.S. regulatory authorities expect to see diverse participants included in clinical development programs.

In collaboration with the head of Global Clinical Trial Operations and at the recommendation of the Women’s Business Insight Roundtable, the company has spearheaded an effort to increase diversity participation in clinical trials at both the investigator and patient levels. By doing so, we hope to bring innovative medicines to market that are relevant to underrepresented populations. One approach the clinical trials diversity team has taken is to enhance diverse patient participation in clinical trials through increasing recruitment of minority physicians.

Merck understands and appreciates the value of including minorities and women in clinical trials. Through investments and partnerships, we want to be an industry leader and set the standard for enhancing clinical trial participation to better reflect the diversity of patients who use our products. We believe this will make our research more relevant and meaningful, and ultimately help to save and improve more lives around the world. PDJ

By Dr. Akua Woolbright, Senior Healthy Eating & Wellness Educator, Whole Foods Market ANY OF THE CHRONIC diseases in

America are diet related, and can be prevented, reduced, and even reversed by simply eating the right foods. On various levels we all understand this, yet it can be extremely difficult to make dietary changes. I believe this is in part due to the prevalence of inexpensive fast and processed foods, personal and societal stressors, lack of social and emotional support, and conflicting nutritional advice promoted by the media and health professionals. We are all too familiar with the chronic disease and obesity statistics in the United States, and particularly in communities of color. Many agencies, institutions, health professionals, and policies have been focused on addressing these concerns. Yet, the epidemic continues.

As an African American nutritionist, I am particularly concerned about the negative impacts that poor dietary habits have on communities of color. I have seen far too often how such habits affect my clients and individuals close to me, and am personally committed to promoting efforts that will help to effectively address these issues. In my opinion, the conversation has not gone far enough, nor have the strategies been bold enough. It is time to move away from messaging that focuses solely on portion control and everything in moderation, and start to make specific recommendations about which foods have the potential to heal.

I joined Whole Foods Market in 2009 to help create a healthy eating program for our team members, customers, and community members. The Health Starts Here program is an approach that highlights the many benefits of consuming more whole and plant foods. The program is based on four pillars of healthy eating: eat whole, unprocessed foods; go “plant-strong” by choosing more vegetables, fruits, whole grains, beans, peas, nuts, and seeds; choose healthy fats from nuts, seeds, and avocados; and seek foods that are nutrient dense, meaning they contain more vitamins, minerals, antioxidants, and phytochemicals. By adopting these four pillars our meals become naturally lower in calories, saturated fat, and cholesterol.

The benefit is a boost in nutritional quality that can help improve health outcomes for people of all communities.

Whole Foods Market has educational tools, recipes, cooking demos, and how-to videos available that can help anyone who is interested in making healthier lifestyle choices. PDJ March/April 2013

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MINORITY HEALTH

Identifying Stress as Factor in Lost Productivity

By Dr. Christopher Butts, Vice President, K. Parks Consulting, Inc.

A

t K. Parks Consulting, Inc. we know the ability of workforces to produce their best work is in large part dependent on their level of health. Our efforts seek to yield a culture of diversity that fosters the inclusion of every member. Without this business imperative strategy, many members of the workforce experience high levels of stress and tension, which may be reflected in a decline in their work productivity as well as increased healthcare costs to the organization.

Higher levels of workplace stress have been correlated to increases in coronary heart disease and difficulty in managing diabetes; these are both risk factors which are more prevalent in minorities, especially African Americans. In order to further minority health efforts, we utilize the business case for diversity and identify strengthening affinity groups to enhance physical and mental health efforts.

According to a 2011 survey conducted by the American Psychological Association, 39 percent of adults surveyed

reported their stress levels increasing and more than half of all surveyed reported personal health problems as a source of stress. We are said to spend more hours awake at work than at home, so it is important to our health that we work in a stress-free or as stress-free as possible of an environment.

Minority health is important to everyone as the nation continues to see an increase in the growth of minority groups. Furthermore, minorities make up nearly one-third of the labor force. It is important to all industries to continue to increase their diversity efforts, as the environment they foster impacts the health of their workforce and their ability to produce at their highest level.

In a recent meeting with a client we were asked why is it important for their company to embrace diversity. We compared the regional demographics with the number of minority individuals who were qualified for current vacant positions at the company, and found a disparity in the number of qualified

minorities who applied for the positions. We further explored the absenteeism of those currently employed and found the highest levels were those from a minority group. Lastly, we identified the cost associated with recruiting and training new employees over the past five years versus recommended continuing education efforts to retain quality employees.

At the end of the meeting we had the backing of the executive team to move forward with continued efforts to increase their diversity and inclusion efforts in order to foster an environment that would reduce absenteeism, turnover, and increase the diversity of their recruitment pool. Health efforts are not just the benefits we receive, but more importantly the environment fostered to allow us to work at our highest potential. Stress doesn’t leave when you walk out of the door, it follows you home. PDJ

EXAMINING HEALTH DISPARITIES THROUGH A SOCIAL JUSTICE LENS

By Dr. Taffye Benson Clayton, Vice Provost for Diversity and Multicultural Affairs and Chief Diversity Officer, The University of North Carolina at Chapel Hill

T

HE STATISTICS ON minority health are compelling, forcing us

to question why such disparities exist. At the University of North Carolina at Chapel Hill we are working not only to discover what would make the healthcare of minority populations more effective but what would make them equitable. This summer we will hold our nineteenth annual Minority Health Conference. As an advocate for evidencebased approaches, I appreciate the stories the numbers can tell us. We can use research to affect a change in policy, and therefore, in our society.

If we examine issues in healthcare through a social justice lens, we can inform policymakers not just where the disparities are, but how to contend with them. Research on bias in the health and mental health systems has had an impact in helping to eradicate bias and the disparities caused by it.

Prompted by a request from Congress, the Institute of Medicine performed an assessment on the differences in the kinds and quality of healthcare based on racial and ethnic categories. Their recommendations included:

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• Implementation of patient education programs • Collection of data on healthcare access and utilization by patients’ race, ethnicity, and socioeconomic status • Research into sources of racial and ethnic disparities, barriers to eliminating disparities, and promising intervention strategies to eliminate disparities Our latest news headlines regarding health are about our country’s battle with obesity and how to bring down the rate of illness related to it. Access to healthy food and information on nutrition are essential if we’re going to address this issue broadly. Technology has had an impact on how people get information—from television to text message. We can see changes being made that have even affected the fast-food industry.

We should be steadfast in our efforts to keep minority health issues at the forefront of public information in order to achieve a goal of equity for health and healthcare. PDJ

Using ERGs to Improve Health and Well-Being

Health Isn’t One Size Fits All

By Saurabh Tripathi, CFO, Surgery, GE Healthcare and Raj Thakkar, General Manager, Sourcing, GE Energy Management DL

By Wayne N. Burton, Chief Medical Officer, American Express

G

E HAS ALWAYS considered cultivating diversity in the

workplace as a competitive advantage. Diversity is about the power of the mix—the strength that results from a team with varied experiences, backgrounds, and styles. As a global company, talent must reflect the communities served and with whom we do business. In order to have healthy and productive employees, it is important to focus on the physical and emotional well-being of employees.

Medical and scientific research has proven that many of the physical and emotional health issues of minorities are different from the broader population because of their ethnicity, gender, race, country of origin, or other geographical and social reasons. It is no secret that early upbringing; social and cultural environment; and racial, gender, and ethnic make-up have a huge impact on physical as well as emotional persona.

Therefore, GE has decided to focus efforts on addressing some of the health issues pertinent to the minority population through its Affinity Networks and Employee Groups: APAF (Asian Pacific American Forum), AAF (African American Forum), HF (Hispanic Forum), WN (Women’s Network), VN (Veterans Network), and GLBTA Alliance (Gay, Lesbian, Bisexual, Transgender, and Allies Alliance).

In most of these diversity forums, we invite leading medical luminaries in specified health issues that are more prevalent to the specific diversity group, for example, hypertension and diabetes for the Asian Pacific population, prostate cancers for African Americans, and heart health for the GE Women’s Network. Employees are encouraged to participate in these forums. Periodic webinars/workshops are also held, where these experts address a wider range of audience and answer their questions. In addition to these workshops, GE Affinity Networks and Employee Groups hold periodic camps for blood screening, hypertension/diabetes check-ups, pain management clinics, bone marrow donation, and more at different company sites. We collect periodic employee feedback to determine which areas of health issues are most important and relevant for minority groups before laying out the initiatives to tackle those issues.

GE launched a global program of health and well-being in October 2009 called HealthAhead. The Affinity Networks and Employee Groups initiate and encourage employee participation in various HealthAhead events, such as weight loss challenges, million steps competition, and yoga sessions.

GE’s Affinity Networks and Employee Groups have grown significantly over the past several years and we have realized that it is important to address social, emotional, and health issues of our workforce to bring the best out in employees. As Chairman Jeff Immelt puts it, “Employees are our most valuable assets,” and the HealthAhead initiatives strive to keep this most valuable asset in the best shape possible. PDJ

H

ealth is not one size fits all.

We recognize our workforce is increasingly diverse and work to ensure the health needs of all American Express employees are being met.

Using a data-driven approach is important to understand how to better serve employees. Awareness of health disparities in minority groups is growing globally, but employers rarely have access to data specifically related to health disparities for their employee population. That’s why we partnered with the University of Michigan in 2010 to create an integrated data warehouse to better understand healthcare gaps among employees and create tailored health programs to address them.

To create this data warehouse, employees were asked to complete a brief health risk questionnaire (HRQ) in exchange for a contribution to their health savings account. The University of Michigan linked responses from the HRQ with employee ethnicity/ race information to identify any healthcare gaps.

Employee confidentiality is preserved by receiving only aggregated, summary reports.

This analytic approach has driven new programs and resources for American Express’ corporate wellness program, Healthy Living, benefiting all employees. As a result, health risk factors in the majority of areas have improved for all ethnicities.

Healthy Living is about building employee-centric programs and communications to inspire and drive individual health progress. Partnerships have been forged with employee-formed diversity networks to provide education and to encourage participation.

When a pilot health program was launched on the risk factors for heart disease in African American employees, the Black Employee Network (BEN) was eager to help enroll their members. And when a diabetes education program was rolled out companywide, the Hispanic Origin & Latin-American Network (HOLA) emphasized participation to its members after health risks were identified among this population.

We are a service company, and great service starts with the people who deliver it. American Express understands that healthy, happy employees are critical to the success of the company. Creating a culture where health is important is a priority. We will continue to invest in providing all employees with the tools and resources necessary to improve their health and the quality of their everyday life. PDJ March/April 2013

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Helping Employees Stay Healthy

By Fred Keeton, Vice President of External Affairs and Chief Diversity Officer Caesars Entertainment DL omprised of nearly 70,000 employees with different the health disparities affecting minorities backgrounds and individual health needs across the world, in our operating communities and among Caesars Entertainment is striving to arm employees with employees and their families. the tools to retain and improve good health. Each eligible Caesars is currently expanding its participating employee and spouse or domestic partner program to provide additional materials that will help undergoes a biometric screening, an annual physical, and a employees make informed decisions about their health; offer consultation with an on-site nurse or coach who recommends coordinated care among doctors, specialists, and hospitals; behavioral changes that can lead to improved health. help employees become better-educated healthcare The on-site wellnurse or coach also helps participants stay consumers; and provide ‘bonus rewards’ to employees who on track with their health improvement programs. Individuals meet their health goals. deemed at high risk for disease based on chronic symptoms When employees adjust their behaviors to live healthier are assigned a personalized plan. When you learn you have lives, they experience a better quality of living. We know if a condition, you are more likely to take care of it if you have we have happy and healthy employees, they’ll have enriched someone to help you along the way. careers and take good care of our guests.

According to the American Diabetes Association, “compared Caesars Entertainment also supports its communities by to the general population, African Americans and Latinos contributing to organizations such as Community Partners for are disproportionately affected by diabetes.” By regularly Better Health, a minority health organization focused on health partnering with employees to monitor for diseases that are awareness programs, and Positively Kids, which provides prevalent in minorities such as diabetes, heart disease, and healthcare services for medically fragile, medically dependent, gibbons_prfls_diversity_ad_F:ffd_gibb_concpt_C.2.qxd 2/19/13 11:07 AM Page 1 hypertension, Caesars is better educating colleagues about and/or developmentally delayed children age birth to eighteen healthy eating, predisposed conditions, symptoms, and years and their families. Collectively these program impact disease management. In turn, these efforts help to reduce more than 10,000 people a year in Southern Nevada. PDJ

C

Embracing diversity.

Your business relies on key advisors.

The best business advice combines diverse perspectives, skills, and approaches. Talents honed from a range of backgrounds, along with insight based on varied experience, encourage creative, bold, and dynamic solutions to even the most complex business issues.

We provide these kinds of solutions every day.

We have seen in action the distinct value diversity lends to successful business ventures.

We employ innovative recruitment and professional development policies to advance the best possible workforce, together with pioneering supplier diversity and external outreach programs. Our Diversity Initiative promotes inclusion throughout the firm and the legal and business communities, in a way that also makes strategic sense for our clients.

At Gibbons, we recognize that a diverse talent pool produces the most effective advocates.

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Novartis Pharmaceuticals Corporation is committed to embracing and leveraging diverse backgrounds, cultures and talents to address patients’ unmet medical needs.

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Cincinnati Children’s Hospital Medical Center proudly salutes Robert Kahn, MD, a nationally recognized pediatrician and child health researcher. His work on the intersections of poverty and child health is making a difference in the lives of children locally, nationally and around the world.

Corporate Index 3M............................................ www.3M.com..............................................96 Accenture........................... www.accenture.com...................................16, 21 Akraya, Inc............................www.akraya.com......................................14, 49 Ameren............................... www.ameren.com..............................14, 56, 57 American Conference on Diversity......... www.americanconferenceondiversity.org.........................82 American Express.........www.americanexpress.com.........................68-70, 93 The Center for Association Leadership...... www.asaecenter.org...................................15, 28 Avon Foundation for Women.......................www.avonfoundation.org......................................87 Baker Botts LLP.................www.bakerbotts.com.........................................86 Bank of the West......... www.bankofthewest.com....................................77 BASF.......................................www.basf.com..............................................85 Booz Allen Hamilton....... www.boozallen.com........................................97 Caesars Entertainment......... www.caesars.com...........................................94 Catalyst................................. www.catalyst.com...........................................12 Charles Schwab................. www.schwab.com.......................... Inside front Chevron..............................www.chevron.com..........................................43 Cincinnati Children’s Hospital......................... www.cincinnatichildrens.org...................................88 Cleveland Clinic...............www.clevelandclinic.com.................................62-66

Common Purpose ...... www.commonpurpose.org.uk............................16, 44 Cummins Inc....................... www.cummins.com....................................14, 38 CVS.........................................www.cvs.com.........................Back cover, 84 Davita.................................... www.davita.com.............................................83 Duane Morris LLP............ www.duanemorris.com.............................7, 16, 52 Eli Lilly and Company...............www.lilly.com...............................................84 Ernst & Young Canada...........................www.ey.com/CA/en/Home...............................15, 30 Exelon Corporation............ www.exeloncorp.com.........................................87 FLOMO/Nygala Corp........... www.flomousa.com....................................14, 51 GE............................................ www.ge.com...............................................93 Gibbons P.C...................... www.gibbonslaw.com..................................15, 26 Girls Inc................................. www.girlsinc.org.............................................86 GM Canada........................... www.gm.ca.com......................................16, 59 Imprint Plus........................www.imprintplus.com...................................15, 35 Ingersoll Rand.................. www.ingersollrand.com.................................15, 36 Information Services Corporation.................................www.isc.ca...........................................16, 53 ISDIP................www.diversityandinclusionprofessionals.org.................16, 23 JBK Associates, Inc......www.jbkassociates.net..........................16, 29, 34 Jones Lang Lasalle....... www.joneslanglasalle.com.......................................6

Engaging

Diverse

© 3M 2012. All Rights Reserved.

Perspectives Ideas as diverse as the people behind them.

3M innovations are born from the contributions of many. Along with more than 84,000 employees in more than 65 countries, you can share your ideas and shape the future.

Be part of what’s next.

3M.com/careers-diversity

BOLD denotes Advertiser K Parks Consulting........www.kparksconsulting.com....................................92 KPMG LLP............................www.kpmg.com................................15, 54, 55 Lifetime Healthcare Company.......................... www.lifetimehealth.org..................................16, 22 Linkage.............................www.linkageinc.com........................ Inside back Merck..................................... www.merck.com............................................91 MGM Resorts International.......................www.mgmresorts.com..............................8, 14, 45 New York Life.......................www.nylife.com............................................61 Newell Rubbermaid........... www.rubbermaid.com..................................14, 48 Novartis Pharmaceuticals Corporation........................www.novartis.com..............................16, 60, 95 Office of Minority Health...............................www.minorityhealth.gov..................................62-66 Ontario Ministry of Training, Colleges & Universities....www.tcu.gov.on.ca/eng/.................................15, 46 Pepco Holdings, Inc. ..............www.pepcoholdings.com........................13, 16, 50 Proskauer Rose LLP.......... www.proskauer.com...................................15, 37 Provital Group..................www.provitalgroup.com.................................14, 40 PwC Canada........................... www.pwc.com........................................14, 41 QED Foundation-UK..............www.qed-uk.org.......................................14, 18 Quarles & Brady LLP.... www.quarlesandbrady.com......................................6 Rockwell Collins..............www.rockwellcollins.com................................15, 33 Royal Bank of Canada.............www.rbc.com.........................................16, 47 SaskPower.........................www.saskpower.com...................................14, 56 Second Chance.........www.secondchanceprogram.org................................98 Shell Oil Company................www.shell.com.............................................71

Sodexo Inc......................... www.sodexo.com................................2, 16, 24 Springboard Consulting.................... www.consultspringboard.com..................................75 Textron Systems............. www.textronsystems.com...............................14, 39 The Hartford.......................www.thehartford.com...................................15, 42 True Blue Inclusion........www.trueblueinclusion.com....................................76 TWI, Inc..................................www.twiinc.com.............................................74 U.S. Fish & Wildlife Service.........................www.fms.gov.........................................14, 20 Union Bank......................www.unionbank.com..................................88, 89 UnitedHealth Group.........................www.unitedhealthgroup.com...........................25, 85 University of Cincinnati........ www.cincinnati.edu............................................7 University of North Carolina Chapel Hill................................www.unc.edu...............................................92 Vanguard...........................www.vanguard.com.........................................67 Veterans Health Administration.......................... www.vha.com........................................10, 90 Walmart..............................www.walmart.com....................................11, 83 Wellpoint...........................www.wellpoint.com.....................................9, 73 Weyerhaeuser...............www.weyerhaeuser.com.........................14, 27, 95 Wheelock College............... www.wheelock.edu....................................15, 32 Whittier Street Health Center........................... www.wshc.org..............................................90 Whole Foods..................... www.wholefoods.com........................................91 William Osler Health System............................ www.williamoslerhc.on.ca...............................15, 19 Xavier University.................... www.xavier.edu............................................6-7

Work that makes a difference.

Opportunities that

expand your horizons.

A culture that embraces diversity.

At Booz Allen Hamilton, our ability to help clients solve their most challenging problems and achieve success in their most critical missions hinges on our people. We also believe diversity of backgrounds contributes to more innovative ideas, which in turn drive better results for our clients.

Booz Allen’s commitment to an inclusive environment incorporates facilitating understanding and awareness, and creating initiatives to improve the quality of work life for our staff. If you’re looking to do work that makes a difference at a firm that’s committed to helping you achieve your professional and personal goals, Booz Allen could be what’s next in your career.

www.boozallen.com/careers We are proud of our diverse environment, EOE/M/F/D/V.

| QUESTIONS & ANSWERS

We spoke with Second Chance Executive Director Robert Coleman, who heads the nonprofit designed to help find work for the “hardest to serve”—the formerly homeless, those with a criminal history, health issues, suffer from addiction, or are right out of school. Based in San Diego, California, Second Chance is now in its twentieth year helping provide job readiness training, educating and supporting people to get back into the workforce.

Q. Tell me more about your organization.

We know that giving someone a job leads to so many other things that they can stabilize in their life, whether that’s housing, getting back their children, or maybe issues of self-esteem. If we can help people get back to work, then they have a chance of a future they yearn for. Many know it’s what they want, but to date they’ve been unsuccessful.

There are many reasons why people will find themselves at Second Chance, but their destination is the same.

At Second Chance, if people present themselves as homeless, we have accommodations. If they have addiction, typically relationships around them have been damaged completely. So if that’s a hurdle, we have an in-house mental health team to help. If one does not have the clothes for an interview, we have a vast quantity of new clothing to choose from. What we try to do is remove the excuses and reasons why someone can be unsuccessful. Then it comes down to one’s behavior and attitudes towards getting back to work.

Q. How does the organization give second chances to people who need it?

We provide four weeks of training, and at the end, if one graduates, we support one for the next two years. Employers hire because of one’s attitude; that is something one has to come with. So the first two weeks focus on people’s attitude and behavior.

For some of these people that have had years of incarceration, their ways of communicating and acknowledging people is not going to help them in society or to a future employer. We teach them how to walk up to someone, smile at them, and shake

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their hand. We start from that basic interaction of how to introduce one’s self. The second week is teaching them how to use a computer, Word, Excel, the internet, and how to construct a résumé and set up an email address.

Q. What kind of jobs do people get placed into?

From 2003 to mid-2012, we placed 3,700 people back into employment, with an average staffing wage of $10.05. The majority of those went into sales and related jobs; food preparation and related jobs; office and administration support; installations, maintenance, and repair; construction; transportation and material moving; and building and grounds cleaning and maintenance. We have a lot of relationships with many different employers, and employers often come to us with vacancies. We then place the right people into those vacancies.

Q. How do people in need get connected to you?

We have a small number of people in every class that were sent to us by the court. A vast majority find out through word of mouth, through family, friends, parole officers, and counselors.

Q. How do people get involved in the program if they would like to help?

There are many ways people can help at Second Chance. One of the things we do at the end of the four weeks is to conduct mock interviews. We always need volunteers to help conduct these. One could also help teach those without good literacy skills. We also have our own board of directors, another way to get involved. PDJ

Recognized for Excellence in Innovation by the Profiles in Diversity Journal ÂŽ 9th Annual Innovations in Diversity Awards

May 6-8, 2013 • Atlanta, GA

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At CVS Caremark, we are able to achieve market-leading business results every day because we understand and truly value the power of diversity.

Through genuine respect and by embracing everyone’s differences, abilities and complexities, we have created an all-inclusive work environment and a more innovative, creative and rewarding organization. Join us and add your unique voice, strength and character to our mission of improving lives daily.

At CVS Caremark, we are committed to building an environment of inclusion and acceptance that values diversity across all areas of our business.

Join our team and experience a fulfilling career at CVS Caremark. Visit us at jobs.cvscaremark.com/diversity CVS Caremark is an equal opportunity employer supporting a drug-free work environment.