PBN Diversity & Inclusion 2021

DIVERSITY CHAMPION RALPH TAVARES JR. ‘Find the folks that don’t fit’ Pg. 4

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FROM THE EDITOR

D&I boosts competitiveness

GETTING PEOPLE TO CHANGE their habits and their thinking is hard work, even when they are willing.

One reason is because most people are comfortable with what is most familiar to them, says Ralph Tavares Jr., this year’s PBN diversity champion.

“We are used to doing things the way we’ve always done them,” says the board president with Diversity & Inclusion Professionals Inc. The nonprofit works with business leaders looking to bring more diverse voices and perspectives to their workplaces.

The challenges start during the hiring process, where Tavares says corporate leaders can fall victim to “affinity bias,” which can lead to hiring people who come from similar backgrounds as them or fit an outdated notion of the company’s style and culture.

That not only robs deserving people of different racial, ethnic and gender expressions of an opportunity, it threatens to make businesses less competitive and adaptable to market changes.

“We must find the folks that don’t fit” the traditional corporate culture, says Tavares, who also serves as di-

rector of diversity and outreach for Roger Williams University’s School of Law. “Then you will have someone who offers a different lens [and] perspective.”

The good news is it’s a message that companies across the Ocean State are increasingly buying into, as this year’s Diversity & Inclusion award winners attest.

All 12 organizations have distinguished themselves for their commitment to diversity and inclusion in their workplaces. And many are seeing it’s good for business too.

“Purchasing power is rising in the diverse population,” says Ron Arigo, AAA Northeast’s senior vice president of human resources. “Our staff is mirroring society, allowing us to be optimally aligned” to grow business.

PBN could not present this program without the support of our sponsors. We’d like to thank presenting sponsor the Rhode Island Foundation and partner sponsor Blue Cross & Blue Shield of Rhode Island.

Michael Mello Editor Providence Business News

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Thank you, Providence Business News, for the opportunity to sponsor the 2021 Diversity & Inclusion Summit and Awards Program.

Congratulations to this year’s outstanding honorees; Blue Cross & Blue Shield of Rhode Island is proud to be among you. We strive to champion diversity, equity, and inclusion for belonging in all aspects of our business. We’ve made a commitment to listen, learn, and act to create opportunities for health and well-being for all Rhode Islanders. Ensuring that our employees and members feel respected, included, and empowered to contribute is what we live for!

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We congratulate DAIP Board President RALPH TAVARES, JR. and all of this year's PBN Diversity & Inclusion Award Recipients!

Join DAIP's community to network, share best practices, engage in dialogue, learn, and be inspired by dynamic speakers.

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DIVERSITY & INCLUSION 2021 AWARDS PROGRAM

DIVERSITY CHAMPION RALPH TAVARES JR.

ROGER WILLIAMS UNIVERSITY SCHOOL OF LAW DIRECTOR OF DIVERSITY AND OUTREACH DIVERSITY AND INCLUSION PROFESSIONALS INC. BOARD PRESIDENT SUPPORT GROUP: In addition to being Roger Williams University School of Law’s director of diversity and outreach, Ralph Tavares Jr., center and seated, is the board president of Diversity and Inclusion Professionals Inc., which works with local leaders to bring more voices and perspectives in their own work.

Also pictured, from left, are DAIP board member Malida Khim, project manager Katie Neves and board member Kevin Martins.

PBN PHOTO/DAVE HANSEN

Tavares: ‘Find the folks that don’t fit’

BY MARY LHOWE | Contributing Writer

RALPH TAVARES JR. HAS SPENT much of his professional career helping people of all racial, cultural and gender backgrounds to see their own unique strengths and experiences as assets, rather than hindrances to success.

Tavares is board president of Diversity & Inclusion Professionals Inc. The nonprofit networking and support group works with Rhode Island leaders trying to bring more voices and perspectives to their own work.

He has done similar work in leadership positions at the Roger Williams University School of Law, where he is director of diversity and outreach, and, before that, at Providence College and Salve Regina University.

What harms come about when marginalized people – people of color, of various gender expressions, of widespread backgrounds – are not part of leadership in institutions? Tavares has a quick answer: “mass incarceration, housing discrimination, voter suppressions, poverty, underserved schools, disproportionate police violence.” He summarized, “America in 2021, and it’s not working.”

He says Rhode Islanders are increasingly recognizing that diversity in every sector is necessary. He noted that people who identify as Black, Indigenous, and people of color will comprise the majority of the country’s population by about 2045, according to the U.S. Census Bureau.

At that point, Tavares said, “Whites will be in the minority. This will require us to think differently about education, business, nonprofits. It is an ethical imperative.”

Tavares said it was “jarring” for him to see a recent report by the Women’s Fund of Rhode Island that showed a vast majority of male, white faces among the leaders of nonprofits in the state.

It is hard to change these patterns, even in the presence of goodwill and good intentions, because “we are used to doing things the way we’ve always done them,” Tavares said.

Many decisions made with conscious or unconscious bias “tend to reinforce patriarchy and white supremacy and things that colonialism planted long ago,” he said.

A common example of bias can happen during the hiring process, Tavares says, when people making hiring decisions fall victim to “affinity bias.” That is when they see some common ground – like attending the same college – in some job applicants, which can bend a hiring decision in the direction of a familiar type of person.

“We tend to fall into the trap of ‘fit,’ ” as in a person who would “fit” into the company’s style and culture, he added.

But, Tavares said, “We must find the folks that don’t fit, because then you will have someone who offers a different lens, a different perspective.”

If you have the same type of people in the room looking at the same problem, they are less likely to see a fresh avenue to a solution, he says.

“We need new voices; we need a counterbalance; we need different voices to bring a kaleidoscope of thinking,” Tavares said.

Before joining the Roger Williams University School of Law in 2019, Tavares was director of multicultural student success and assistant dean of undergraduate studies at Providence College for five years. Before that, he was associate director of admissions and multicultural education at

Salve Regina University for more than a decade.

In those places, he has seen nonwhite students or other marginalized young people agonize over their worthiness or chance of success in college or in industries with an overwhelmingly white face and culture. Tavares said many students would identify themselves to him as “minorities,” a word that signifies race but that also led young people in a dark place.

“Minority means ‘less than,’ ” Tavares said. “Right away, they feel like they don’t belong. They feel like imposters in this [college] space.”

He found that his job, in effect, was “restoring dignity, building confidence, [helping them] to believe in themselves.

I was trying to make sure that they knew that they were so much more than they thought they were.”

One way Tavares does this is with a blank diploma he keeps in his office. “I get to mentor lots of students of color, first-generation students and low-income students … and many of them think that those identities are deficiencies,” he said.

“My blank diploma is a reminder to them about the skill sets they have that aren’t acknowledged by the academy,” he added. “I wish I [and my students] could list this blank diploma on a resume, a reminder of a skill set that should be viewed much differently in our world.” n

‘We need different voices to bring a kaleidoscope of thinking.’

RALPH TAVARES JR.

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ACCOUNTING

Marcum’s resource groups play part in firm’s success

BY HUGH MINOR | Contributing Writer

DIVERSITY AND INCLUSION are nothing new to Marcum LLP, the national accounting and financial services firm with offices in Providence. With more than 2,500 employees nationally, Marcum has learned that creating a welcoming and affirming space for everyone is a critical factor in its success.

Even in this incredibly challenging employment market, Marcum says, its recruiters remain committed to this important work.

“We can’t let go of what we’re trying to accomplish,” said Rachael Gibson, Marcum’s director of diversity, equity and inclusion. “Even in a tough job market, we have to stay true to our goals.”

For the past two years, Gibson has led Marcum’s diversity, equity and inclusion efforts. The position was developed as a recommendation from the company’s DEI Steering Committee, which has been in place for more than five years.

The committee brings staff together to discuss

issues of diversity and equity and propose solutions.

Gibson explained, “Our diversity efforts start with doing the work internally, building a strong sense of belonging for all of our team members.”

The response has been positive. “For many of our associates, it’s the first time they can say, ‘I am seen. I am heard. I am given space,’ and that’s huge for them,” she said.

The DEI Steering Committee pulls together staff from across the organization to develop and execute a long-term strategy and plan for change.

Another outcome of the committee was the de-

‘This work does have an impact and we are seeing that now.’

RACHAEL GIBSON, Marcum LLP diversity, equity and inclusion director

velopment of associate resource groups to encourage associates to connect with one another for networking, mentorship and professional development, based on shared interests, cultures, lifestyles and abilities.

Currently, there are close to 500 group members working to deepen Marcum’s inclusion efforts. The associate resource groups include ones for Blacks, Arabs, Asian Americans and Pacific Islanders, Hispanics and Latinos, LGBTQ+, women, veterans, young professionals, and parents.

The group members play an essential role in developing effective recruitment strategies.

“The ARG leaders have really helped identify best practices to recruit and cultivate a diverse workforce from checking on unconscious biases to ensuring equitable hiring practices,” Gibson said.

Marcum’s efforts extend to outreach through the larger industry and community in several ways.

The Diversity Scholarship Fund provides financial assistance to accounting majors from underrepresented groups who plan to become certified public accountants. Recipients are awarded a $5,000 scholarship, a Marcum internship, plus other engagement opportunities with the company. The goal is to create a pipeline for young people from diverse backgrounds to

Our eyes are on the road ahead We are proud to be recognized as a 2021 Diversity & Inclusion Award honoree — and we’re not done yet. Our commitment to meaningful change ensures a workplace of belonging now and for the future.

AAA Northeast congratulates all the winners of PBN’s 2021 Diversity & Inclusion Awards.

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enter the accounting field and ultimately step into leadership roles at the firm.

Building relationships with colleges and universities has been a critical piece of Marcum’s success in engaging students. Similarly, the firm has partnered with professional associations to address gaps in the workforce and enhance

STAYING COMMITTED: Despite challenges within the employment market, Marcum LLP leadership has remained dedicated to addressing issues surrounding diversity and inclusion at the accounting firm. Partner Erica Olobri, left, and receptionist Erin Oates are part of the staff at Marcum’s Providence office.

PBN PHOTO/TRACY JENKINS

professional development opportunities for associates.

Strong connections exist with organizations such as the National Association of Black Accountants, Association of Latino Professionals in Finance and Accounting, and Junior Achievement of Southwest New England.

MARCUM LLP From a philanthropic perspective, the Marcum Foundation supports causes and nonprofit organizations providing critical assistance to diverse communities locally and nationally. Contributions come from special events, collection drives, planned giving, volunteer initiatives and specially designated days of service so that employees across the organization are closely involved in the experience of giving back to others.

To maintain a conversation around equity and inclusion, Marcum also launched the firmwide Courageous Conversations. The quarterly series was launched in 2020 to discuss issues related to a variety of things impacting race, age and LGBTQ+ communities.

Additionally, the “Allyship in the Workplace” forum invited the entire company to listen to and learn from external experts, educating associates on how to move beyond conversation and into action.

Marcum’s commitment to diversity, equity and inclusion is embedded in the company’s long-term goals, Gibson said.

“DEI is not an initiative but a lens for us to view everything we do,” she said. “We’re in it for the long game.

This work does have an impact and we are seeing that now.” n

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ARCHITECTURE/CONSTRUCTION FULL OF PRIDE: Gilbane Building Co. employees participate in a recent public LGBTQ+ pride event in Orlando, Fla.

GILBANE BUILDING CO.

COURTESY GILBANE BUILDING CO.

Gilbane develops blueprint to ensure all voices heard

BY HUGH MINOR | Contributing Writer

GLOBAL CONSTRUCTION FIRM Gilbane Building Co., based in Providence, has experienced incredible growth over the past five years both commercially and in its efforts to develop a more diverse organization.

“I have been in this industry for over 30 years and I have seen tremendous growth, more so in the last five years,” said Kavon McAdams, Gilbane’s inclusion program manager.

The field of construction has been dominated by white men, and there has been a history of discrimination and harassing behavior. But Gilbane has been working to reverse that, both within its own walls and in the broader community, where it hopes to influence change.

McAdams explained, “We have a vested interest in promoting inclusion to support the psychological safety of people working in the industry.”

In October, Gilbane chaired a consortium of competing firms to host the inaugural Construction Inclusion Week. The initiative brought together some of the biggest companies in the construction field to share resources and strategies to raise awareness of issues surrounding diversity and inclusion.

“With awareness comes change,” McAdams said. “With awareness, we can change the culture.”

But the work of diversity and inclusion takes place every day at Gilbane, not just during a specially designated week.

Gilbane’s inclusion efforts are led by its IDEA Council. The group provides tools and resources to help employees improve and grow their careers. One of the outcomes of the council has been the development of employee resource groups for

women, veterans, young professionals, LGBTQIA employees, Black/African American employees, Asian, Asian American, Pacific Islander employees, and Hispanic employees.

The employee resource groups create and implement programs to engage employees socially and professionally. Activities include conferences, book clubs and coffee chats. They have organized “Courageous Conversations” to discuss their experiences with social injustice and racism at job sites and offices.

The groups “provide a way for us to bring different voices to the table,” McAdams said.

“They have been instrumental to fostering a more inclusive and respectful workplace.”

To encourage exploration of their own identities, employees are encouraged to participate in a wide range of professional organizations. Among them are the National Society of Black Engineers, African American Real Estate Professionals, National Association of Women in Construction, Professional Women in Construction and the Hispanic Contractors Association.

In 2020, Gilbane CEO Michael McKelvy added a diversity and inclusion goal to every employee’s performance management tool. Staff members track how they promote an inclusive environ-

ment in which all employees feel safe to bring their authentic selves to work.

Each employee participates actively to uncover their unconscious biases, becoming more informed about social injustice, encouraging and facilitating conversations about bias and injustice, and having zero tolerance for acts of hate in the workplace.

In the community, the GilbaneConnects outreach strategy encourages small and local businesses owned by minorities, women and veterans to seek bidding opportunities with the company. The project team will even meet one-on-one with interested contractors to discuss their involvement.

Once the COVID-19 pandemic began, Gilbane moved its outreach to a virtual format, which allowed the company to connect with even more firms.

Gilbane provides more than 100 mentors and volunteers to the ACE Mentor Program to introduce students to career paths in architecture, construction and engineering – ACE – and to deepen the pool of diverse candidates. The company also works directly with the YearUp program, a one-year intensive training program that provides low-income adults ages 18 to 24 with a combination of hands-on skills development, coursework eligible for college credit, corporate internships and other support.

With its commitment to diversity, Gilbane has received enthusiastic feedback from employees who recognize the benefits of a work culture where they can be themselves without fear of discrimination or prejudice. Plus, clients appreciate the diverse makeup of project teams and working with a partner who shares their values.

“We’re not just trying to check off a box,” McAdams said. “We are creating a space where everyone can feel like they belong.” n

‘We are creating a space where everyone can feel like they belong.’

KAVON MCADAMS Gilbane Building Co. inclusion program manager

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FINANCIAL SERVICES A BIG BOOST: Bank of America Corp.’s diversity recruitment efforts include hiring 10,000 people companywide from low- to moderate-income communities. Among the bank’s local diversity and inclusion leaders walking from its corporate facility in Lincoln are Kate DeTora, vice president of financial solutions, center; Phoebe E. Peck, vice president of financial solutions, far left; and Eliza Sharrah, fraud communications strategy program manager, far right.

PBN PHOTO/ELIZABETH GRAHAM

A commitment that adds to the bottom line

BY NANCY KIRSCH | Contributing Writer

KEVIN P. TRACY, president of Bank of America Corp.’s Rhode Island market, says there are reasons why the financial institution’s management team is more diverse in gender, ethnicity and race than ever before.

“Under CEO and Chairman Brian Moynihan, we’ve recognized that being a diverse and inclusive organization is a key driver to the success of Bank of America – it’s just not about what’s right; it’s what’s good for business,” Tracy said. “We have a strong culture of diversity and inclusion [that leads to] greater innovation, more employee engagement and productivity, and bottom-line benefits.

“We mirror the people we serve. Half of our global workforce is female, and our national workforce is 19% Latino, 14% is Black or African American, and 13% is Asian or of Asian descent.”

Bank of America’s Global Diversity & Inclusion Council, which Moynihan leads, oversees 11 “employee networks,” which have more than 330 chapters worldwide and include more than 200,000 members. Engaging and supporting Hispanic/ Latino, Asian, Black and LGBTQ employees, as well as employees who are parents, veterans or disabled, the networks sponsor diversity-themed educational programs and communications.

The bank’s Courageous Conversations initiative invites employees to share their stories.

“It takes courage to share your story with the broad community, [and] employees who have done so have thanked us for giving them the platform,” said Terri Monjar, senior commercial banking relationship manager based in Rhode Island. “The feedback has been tremendous. People have appreciated that the topics being discussed relate to current events and controversial situa-

tions.”

In honor of Hispanic Heritage Month held between Sept. 15 and Oct. 15, four Hispanic employees with diverse histories shared the monthlong celebration’s significance, and their respective experiences of how education, family support and mentorship contributed to their success.

Diversity recruitment efforts at Bank of America include hiring 10,000 people from low- and moderate-income communities; collaborating through the OneTen coalition to create 1 million jobs for Black Americans over the next 10 years; and joining the Business Roundtable’s initiative to reform hiring and talent management practices. Bank of America is the only financial services company on the Billion Dollar Roundtable, a nonprofit initiative that recognizes companies that have spent at least $1 billion with women- and minority-owned businesses.

The bank’s workplace initiatives have earned recent recognitions from such publications as Fortune, Working Mother, People and Black Enterprise, among others.

Since 2016, the Bank of America Charitable Foundation has distributed $7.6 million to nonprofit organizations in Rhode Island that advance such things as racial and economic equality and help address COVID-19 needs. That distribution includes $1.5 million to 49 grantees so far in 2021, for basic needs, workforce development, community development, and arts and culture.

Bank of America’s Neighborhood Builders

BANK OF AMERICA CORP. nationwide program has invested more than $280 million in 50 communities and partnered with more than 1,400 nonprofit organizations since 2004. The bank has named 23 nonprofits in Rhode Island as Neighborhood Builders and invested $4.6 million into organizations.

In 2021, Neighborhood Builders, Crossroads Rhode Island and Sojourner House each received a $200,000 grant and comprehensive leadership training for two senior executives.

As a global financial services leader, Bank of America regularly tracks metrics. Those metrics include the percentage of the U.S-based senior management team and the U.S.-based workforce representing people of color (20% and 48%, respectively); the more than 165,000 employees engaging in Courageous Conversations in the first half of 2021 alone; and the increase of women being hired from college and university campuses since 2009 (41%).

Beginning in 2020, the bank committed to investing globally $1.25 billion over five years aimed at supporting jobs, health care, housing and businesses. Given that, Tracy said, “One of the areas where we’d like to have more focus is in supporting minority businesses in our market. We’re trying to do something with Rhode Island’s share of the American Rescue Plan Act funds by partnering with organizations supporting small businesses. We have an opportunity to execute on improving opportunity locally in the coming years.”

Calling Bank of America’s track record on diversity and inclusion over the last decade “good for business,” Tracy said, “We’re hitting on all cylinders, serving all clients, having productive employees, being efficient and providing a lot more financial support to communities we serve.” n

‘We mirror the people we serve.’

KEVIN P. TRACY Bank of America Corp.

Rhode Island market president

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HEALTH CARE

Care extends beyond health at Blue Cross

BY NANCY KIRSCH | Contributing Writer

WITH A VISION OF LEADING a statewide movement of health and well-being, Blue Cross & Blue Shield of Rhode Island foresees shifting from sick care to well care. With that goal, Blue Cross’ commitment to diversity, equity and inclusion initiatives impact the community and its members and associates.

“BCBSRI programming reinforces the notion that health is so much more than what happens in traditional health care spaces,” said Carolyn Belisle, managing director of corporate social responsibility at the Providence-based health insurer. “Our environments and ZIP codes, our experiences and histories, and how we operate and move through the world contribute greatly to our health outcomes.”

To that end, in collaboration with the Brown University School of Public Health, Blue Cross launched its RI Life Index, which identifies the most challenging social determinants impacting Rhode Islanders’ quality of life. Based on recent

data, Blue Cross is focusing on expanding access to safe and affordable housing; its BlueAngel Community Health Grant Program has donated $1.2 million to 14 housing-related organizations.

Other community-centric DEI initiatives include: in 2020, its BlueAngel Community Investment program donated more than $3 million to organizations advancing health equity, including the Rhode Island Free Clinic and Thundermist Health Center. Since 2016, Blue Cross has certified more than 40 Safe Zone providers/sites catering to LGBTQ individuals’ needs; since 2014, Blue Cross annually hosts six or seven Cranston student interns who develop job skills and gain work experi-

‘This work is not about checking boxes; it’s a promise to continue to grow and learn and be better.’

CAROLYN BELISLE, Blue Cross & Blue Shield of Rhode Island managing director of corporate social responsibility

ence through Project SEARCH, which aims to secure employment for those with disabilities. In 2020, its BlueAngel initiatives supported 200 organizations through in-kind donations, volunteerism or financial support, which benefited 56,646 Rhode Islanders. Currently, the company’s leaders serve on the boards of more than 30 nonprofit organizations.

Blue Cross has begun offering its Medicare Advantage members access to transportation, healthy foods, free Zoom fitness classes and social activities.

“We’re committed to keeping our members connected to these resources that help their lives, beyond just showing up in a doctor’s office,” Belisle said.

Members now may identify their gender with a nonbinary “X.” Those whose first language is Spanish or Portuguese can speak with associates fluent in those languages and receive basic health care guides in Spanish or Portuguese.

At Blue Cross, where more than 60% of the top leadership is female, all associates must attend a half-day “Understanding Unconscious Bias” training session.

Associates may join one or more of the employee business resource groups, which address diverse populations, including those who are Black and African American, LGBTQ, Latinx, and working parents. In addition, individuals with disabilities or military back-

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grounds also have EBRGs, as do early-career Blue Cross associates.

“We’ve empowered associates through these groups … to provide platforms for them to be a part of change and feel a part of the BCBSRI family, which has been very valuable during COVID,” said Jenny Bautista-Ravreby, diversity, equity and inclusion manager.

The EBRGs often initiate programming, including a recent pregnancy and infant loss awareness

program.

“These topics are often taboo, and the program was spearheaded by our Black Council @ Blue and Parents@Work EBRGs,” Bautista-Ravreby said.

These EBRGs are supported by the company’s 15-member Diversity Council, whose initiatives have led to adding gender pronouns to email signatures (in collaboration with the Blue pRide EBRG) and celebrating Diversity Week last June, which featured diverse programs.

COMMUNITY IMPACT: Blue Cross & Blue Shield of Rhode Island staff members, from left, Ivette C. Luna, manager of consumer engagement; Jenny BautistaRavreby, diversity, equity and inclusion manager; and Angela Morales, a consumer engagement intern, work at a Blue Cross fold-out store at the St. Martin de Porres Center in Providence on Nov. 10.

Partridge Snow & Hahn PBN PHOTO/ELIZABETH GRAHAM

CONGRATULATES Ocean State Job Lot

A workplace of belonging: Where the unique views of our employees strengthen enduring relationships with our customers and each other.

Amica congratulates this year’s honorees. We’re proud to be among you.

BLUE CROSS & BLUE SHIELD OF RHODE ISLAND National recognition abounds: In 2021, Blue Cross earned a perfect score on the Human Rights Campaign Foundation’s Corporate Equality Index, designating it as a Best Place to Work for LGBTQ Equality, and was also named a Best Place to Work for Disability Equality by the American Association of People with Disabilities. The Centers for Medicare and Medicaid Services awarded a five-star rating, the highest possible, to Blue Cross’ 2022 Medicare Advantage health maintenance organization and preferred provider organization plans for their exceptional quality, plan performance and member experiences.

“For a long time, there’s been a mentality of ‘let’s provide everyone with equal resources’ and we’re seeing a shift towards focusing on equity,” Bautista-Ravreby said. “We want to provide folks exactly what they need to thrive and be successful.”

“This work is not about checking boxes; it’s a promise to continue to grow and learn and be better,” Belisle said.

“There’s always work to be done. It’s all-hands-on-deck for us as an entire organization.” n

Congratulations to all the winners SUMMIT & AWARDS DIVERSITY & INCLUSION

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HIGHER EDUCATION

For Wheaton, a goal that will never end

BY ISABELLA DELEO | Contributing Writer

SOMETIMES WHEN DENNIS M. HANNO, president of Wheaton College, is sitting in his office in Park Hall, he says that students will often come up to his window and say, “Can I ask you a quick question?”

Wheaton College is a small liberal arts college located in Norton. It has an undergraduate population of around 1,700 students, most of them living on campus, providing a highly collaborative and personalized educational experience.

It’s the kind of place where students might feel comfortable knocking on the president’s window.

This intimate atmosphere “creates an environment where people are interacting with each other on a daily basis,” said Hanno, who is stepping down at the end of the year. “And there are no artificial barriers between the administration, for example. In some places, I would be perceived as the evil administration. That’s not the case here because all of the leadership team is visible, accessible and engaged in all aspects of the community.”

Wheaton’s intimate atmosphere is also a diverse

and inclusive one. Demographically, 7% of its students are international students, 25% of domestic students identify as people of color and 22% of students identify as first-generation college students.

In recent years, Wheaton has created several cross-departmental affinity groups that work to create a more equitable and diverse college.

Among the created groups are the Network for LGBTQ+ Inclusion, the First-Generation and Low-Income Student Task Force, Wheaton Inclusive STEM Excellence, and The Center for Collaborative Teaching and Learning.

“Collaboration and a strong sense of community are both an informal plus of being here,” Hanno said. “But [a strong community] also helped create those opportunities to do things ... [such as] FirstGen and LGBTQ+” cross-departmental groups.

‘I think it’s going to pay huge dividends going forward.’

DENNIS M. HANNO, outgoing Wheaton College president

“There are so many different areas where people are coming together to work across disciplines,” he added.

Since Hanno took on the job as president of Wheaton in 2014, he has prioritized diversity, equity and inclusion.

Initially, Hanno founded and served as co-chair of the Council for Inclusion and Diversity, an effort to gather leaders throughout the college to discuss how to make Wheaton more inclusive, while also creating a programming event called the MLK Legacy program, which continues to bring in respected speakers to campus each year.

In the 2016-17 academic year, Wheaton established the Diversity and Inclusion Strategic Plan, which offers specific goals and actions to make Wheaton more inclusive over the course of a decade. Among these goals are establishing bias response protocol and, in 2018, expanding the Council for Inclusion and Diversity into the Diversity, Equity, and Access Leadership program. Known as DEAL, the expanded council focuses on policy, education, assessment and collaborating with a diverse group of faculty and students.

On March 15, 2021, Hanno established the Office for Institutional Equity and Belonging, with Dean Shaya Gregory Poku serving as the associate vice president of the office. Regarding this new role, Hanno said, “I think it’s going to

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PERFORMANCE SETTING: Wheaton College students gather in a group to discuss oneminute plays inside a performing arts center at the Norton-based liberal arts college.

COURTESY WHEATON COLLEGE

WHEATON COLLEGE pay huge dividends going forward for the institution to have this office. Because even symbolically, new members joining our community know that this is a priority, this is a value because this office exists. And there’s a high-level person in the role who’s doing highly important and visible work. So I do think it’s been a great add, and a big step forward for us.”

The Office for Institutional Equity and Belonging was created to fulfill one of the tenets in Wheaton’s 10 action steps toward racial justice in the 202122 academic year. This includes efforts aimed at institutional accountability, reckoning, leadership and learning. It doesn’t end there for Wheaton.

The process of making the college more diverse, equitable and inclusive is “not a goal that [the college will] ever get to the very end of,” Hanno said. It’s a “long journey that we’re engaged in.” n

BLACKSTONE VALLEY PREP IS PROUD TO BE RECOGNIZED BY PROVIDENCE BUSINESS NEWS FOR ITS EFFORTS TO BE MORE DIVERSE, EQUITABLE, AND INCLUSIVE and congratulates all the honorees for their accomplishments in this important work.

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DIVERSITY & INCLUSION 2021 AWARDS PROGRAM

K-12 EDUCATION BLACKSTONE VALLEY PREP MAYORAL ACADEMY ACADEMY LEADERS: Blackstone Valley Prep Mayoral Academy diversity and inclusion leaders are, from left, teachers Mia Palombo, Angela Garcia, Alicia Canning, Janae McMillan, Chief of Human Capital Joshua Giraldo, teacher Gina Ortega and CEO and Superintendent Jeremy Chiappetta.

PBN PHOTO/ ELIZABETH GRAHAM

Staff plays central role in shaping positive culture

BY JENNA PELLETIER | Contributing Writer

A STRONG COMMITMENT TO DIVERSITY and inclusion is an essential part of Blackstone Valley Prep Mayoral Academy’s mission to provide high-quality education to K-12 students from Central Falls, Cumberland, Lincoln and Pawtucket.

“The most important thing that we have done and continue to do is to name diversity as a priority for the organization,” said Blackstone Valley Prep CEO and Superintendent Jeremy Chiapetta. “I have led the work on our team to ensure that our goals match our work and match our values.”

Blackstone Valley Prep is a network of six tuition-free charter schools with an intentionally racially and socioeconomically diverse student body – mixing students from both traditionally higher-income and working-class communities.

There is stiff competition to get in. For the 2020-2021 school year, the academy received 2,219 applications for approximately 250 seats, Chiapetta said.

Part of his role involves helping the charter school network increase the diversity of its staff.

“We aim to make the staff more reflective of our student body,” he said.

During the 2018-2019 school year, 22% of staff identified as people of color. This year, it’s up to 29%, and the school network has a goal of increasing that figure to at least 30% by 2022.

Some of the steps it has taken to achieve this goal include having hiring managers participate in implicit bias training; attending a diversity-focused education recruitment event to expand reach to more candidates of color; and increasing tuition reimbursement for support staff who want to become teachers.

Furthering Blackstone Valley Prep’s commitment to issues related to diversity, equity and

inclusion, the school network created a stipend position of diversity, equity and inclusion coordinator in 2019 to lead DEI initiatives across all schools. In 2020, the person in the role, Alyssa Fatal, had her responsibilities increased and was promoted to director of human capital, a cabinet-level position.

One of the most important steps the charter school network has taken to promote equity and inclusion has been establishing a program that appoints a diversity, equity and inclusion chair in each school, Fatal said. The adult staff members, some teachers and some paraprofessionals, receive compensation in exchange for leading their respective communities in those areas.

“Having a leader in the building who is there as a resource and as somebody who is really passionate about the work is really important,” Fatal said. “They help with gathering resources for the different month celebrations or the holidays that come up. They run book clubs in our schools, and they create monthly newsletters that go out to the whole school and talk about things going on in the news or that people should be aware of happening in the community.”

In addition, for the past three years Blackstone

Valley Prep has held affinity groups for its staff members of color to build community across all its schools. And all new staff members participate in a series of DEI-focused professional development sessions to help build a common understanding.

In 2020, the charter school network became part of the inaugural cohort of The Bridges Collaborative, a national grassroots initiative designed to advance racial and socioeconomic integration and equity in schools.

“This gives us access to resources to find out what people think about integration,” Fatal said. “We’ve had a couple of meetings where people have been able to speak about what pushing integration means in their communities, and we’ve met as peer groups to discuss dilemmas we’re facing as we move forward.”

And additional efforts are still to come. Last year, the school network’s leadership began to work toward creating a strategic plan for its diversity work. They are in the process of receiving input from all staff members.

“We continue to focus on diversity, and we regularly ask ourselves the questions, ‘How can we be better? How can we be more inclusive?’ ” Chiapetta said. “We ask every staff member to reflect on our diversity initiatives and how each of us can better contribute to the overall success of the organization.” n

‘The most important thing that we have done and continue to do is to name diversity as a priority for the organization.’

JEREMY CHIAPETTA Blackstone Valley Prep Mayoral Academy CEO and superintendent

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LEGAL PANNONE LOPES DEVEREAUX & O’GARA LLC

TALENTED GROUP: Pannone Lopes Devereaux & O’Gara LLC managing principal Gary Pannone says incorporating diversity and inclusion in the law firm’s philosophy has resulted in hiring the most talented individuals from day one. Pictured at the firm’s Johnston office are, from left, William Trezvant, senior counsel; Regina Costa, senior counsel; and Cristina Irizarry.

PBN PHOTO/TRACY JENKINS

Firm organically builds up accepting environment

BY JOHN A. LAHTINEN | Contributing Writer

AT PANNONE LOPES DEVEREAUX & O’GARA LLC, diversity and inclusion aren’t just lofty goals. At the Johnston-based, full-service law firm, diversity and inclusion are a way of life.

“Diversity and inclusion are very important,” said Gary Pannone, managing principal who co-founded the firm with Matthew Lopes Jr., William Devereaux and William O’Gara. “They are philosophically fundamental to our organization, and we are stronger due to this core belief. In my opinion, an organization does not necessarily need a written policy to be true to a philosophy and belief.

Having a diverse culture and being inclusive can and should happen organically. Without both, we would all live a very shallow life, personally and professionally. I am proud that PLDO is one of the most diverse business organizations in the region.”

It is this inherent philosophy, Pannone says, that he has found most rewarding, as it has resulted in the firm hiring the most talented individuals from day one.

“Without diversity and inclusion, the organization would not be as successful as it has been,” Pannone said. “We would not have the opportunity to learn from others who come from different walks of life, which is what we are all about.”

Pannone learned about leadership and taking responsibility for others at an early age from his father, who, after serving three tours of duty during World War II and the Korean War, became an executive with a company managing more than 300 employees.

As a young boy, Pannone would go to work with his father and watch how he managed others and how he made important decisions that would

impact the business and its employees. The lessons he learned from those experiences have influenced him throughout his entire career.

“Leadership is being accountable to those with whom you work and taking responsibility for the decisions you make on their behalf,” Pannone said. “A leader’s main concern is the well-being of others. Leadership is also encouraging others to lead and providing a trusted environment and the support they need in their decision-making process. I believe that if you empower others to do their job and give them the resources and the support they need, an organization becomes grounded with strong pillars, which is what has developed at PLDO and led to its growth and success.”

David Sweet, the firm’s chief operating officer since its founding in 2006, says management has always made diversity and inclusion a fundamental

ideology and that the team has become diverse organically.

“We didn’t have an agenda or policy driving us; we have just done what came naturally,” Sweet said. “It is who we are. It has only been in the past few years that we included such policies and practices, and we did this as more of our own reminder of who we are and who we will always continue to be.”

Sweet feels that the firm’s policies and practices that celebrate diversity and inclusion prove that the environment – for staff and clients alike – is one that is open and comfortable for everyone. As the firm continues to grow – now with nearly 40 lawyers and additional offices in Massachusetts and Florida – Sweet hopes that the entire team will continue to lead by example and assist in the development of an even more diverse and inclusive culture.

In addition to creating a diversity committee that includes management and staff from all levels, the firm also looks for outreach opportunities for community involvement where diversity and inclusiveness exist.

“I am passionate about doing good work and creating safe environments in which people feel at ease,” Sweet said. “As an openly gay man, I know all too well what it is like to be in uncomfortable situations. We are in the work environment more than we are outside the work environment and it should be a place where everyone feels safe and welcomed, regardless of whatever diverse background or lifestyle one may have.” n

‘I am passionate about doing good work and creating safe environments in which people feel at ease.’

DAVID SWEET Pannone Lopes Devereaux & O’Gara LLC chief operating officer

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MANUFACTURING PROUD DISPLAY: Amgen Inc. employees hold the progress pride flag, a variant of the pride flag, or the rainbow flag, a symbol of lesbian, gay, bisexual, transgender and queer pride, which flies overhead on the center flag pole at the company’s West Greenwich campus.

COURTESY AMGEN INC.

Collaborative culture yields best teams

BY JOHN A. LAHTINEN | Contributing Writer

AFTER SEVERAL YEARS AT AMGEN INC.’S Woburn, Mass., facility, Dania Gonzalez-Guzman joined the leadership team of the biopharmaceutical company’s West Greenwich manufacturing plant two years ago.

It didn’t take long for her colleagues to see her enthusiasm and desire to help others. Gonzalez-Guzman was recently promoted to the role of executive director, quality and diversity, inclusion and belonging – an important role for Amgen and one she is very passionate about.

“My career advancement has been accelerated by my strong commitment to deliver results and help others grow,” Gonzalez-Guzman said. “I feel extremely proud of how we leveraged the hiring process to advance our diversity recruitment strategy. I am very excited about this growth opportunity and conscious about the fact that I am [a] role model for other females in the company.

In addition, I have a larger platform to positively impact the growth and development of our staff members.”

Amgen aspires to be the best place where diverse talent thrives, Gonzalez-Guzman said, by focusing on several areas, including advancing inclusive culture change through leadership role modeling and organizational behaviors; maximizing and optimizing collective employee resource group impact; embedding diversity, inclusion and belonging in practice, policies and processes; and focusing on external efforts that promote justice and equity for patients and society.

“It is critical to connect with staff at all levels to ensure adequate communication, manage mood and advance our culture of inclusion and belonging,” Gonzalez-Guzman said. “I think the first step is to educate your staff in terms of what do we

mean by the concepts of diversity, inclusion and belonging, why these are important and what are the expected benefits. At the same time, we have to identify champions that will help set the tone, shape the culture and model the desired behaviors. The most challenging element is managing the change in culture and expectations. It needs to be embraced by the organization top-down; leaders need to be vulnerable and authentic and consistent in their actions.”

Amgen’s eight on-site employee resource groups, which boast more than 400 members in total, offer regular learning and team-building activities, including celebrations for Black History Month, Mental Health Awareness Month, PRIDE Month, Hispanic Heritage Month, and Diversity Month.

“Amgen Rhode Island embraces diversity of thought, background and experience because we are committed to serving patients and we know that diverse teams make the best decisions,” Gonzalez-Guzman said. “Our ERGs [employee resource groups] are at the forefront of our efforts and help us shape the culture of inclusion and belonging. Our staff members are proud of our journey and the positive impact Amgen has on

AMGEN INC. Rhode Island and our communities.”

One example of this effort is Amgen’s partnership with Skills for Rhode Island’s Future, a nonprofit organization that connects unemployed and underemployed Rhode Islanders to jobs with socially responsible, civic-minded employers.

Brian Britson, Amgen’s Rhode Island vice president of site operations who has been with the company for 22 years, echoed Gonzalez-Guzman, saying that Amgen’s goal is to create a culture that enables every employee to fulfill their highest potential – a goal accomplished by fully embracing diversity, inclusion and belonging with the belief that it empowers the best teams to develop the best solutions.

“We continually strive to build a robust, diverse talent pipeline,” Britson said. “Within Amgen, we have a robust education program, ambassador programs to help new staff acclimate to our culture, a talent council that assesses opportunities to improve our recruitment and career development, and mentoring programs for our diverse staff. Externally, we have fostered several partnerships and outreach at the high school, technical school, community college and university levels that enhance STEM [science, technology, engineering and math] education and provide opportunities for internships.”

For Britson, having a solid diversity and inclusion plan in place is critical.

“My role consists of shaping strategy, building the best teams and delivering results,” Britson said. “The best ideas are the product of collaboration.

Simply put, to deliver outstanding results, you need the right staff and the right culture where everyone can thrive. We work diligently to create an environment of openness, empathy and active caring where everyone understands that their voice matters.” n

‘Leaders need to be vulnerable and authentic and consistent in their actions.’

DANIA GONZALEZ-GUZMAN Amgen Inc. executive director, quality and diversity, inclusion and belonging

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OTHER PROFESSIONAL SERVICES INCLUSIVE LEADERSHIP: AAA Northeast diversity and inclusion leaders gather outside their Providence headquarters. They are, from left, Robert Conners, travel agent; Isabel Stewart, project coordinator; Catherine Mendez, web content strategist; Randy Delgado, senior vice president of strategy and innovation; Sarah Palmer, project specialist; Karen Diehl, senior employee experience specialist; Djelisa Daveiga, lead insurance processor; and Donna Goncalves, human resources manager.

PBN PHOTO/ELIZABETH GRAHAM

Talent recruitment efforts boost AAA’s work atmosphere

BY MARY LHOWE | Contributing Writer

BRINGING A DIVERSITY OF PEOPLE into workplaces, C-suites and board rooms is the moral thing to do, and a smart business strategy in a country where people of color and many ethnicities and gender types are becoming an ever-larger percentage of the population.

That is the view of the top managers and leadership of AAA Northeast, a Providence-based membership organization that employs 3,200 people to serve 6.1 million customers from New Jersey to New Hampshire, said Ron Arigo, senior vice president of human resources.

Reaching into local colleges, neighborhoods and businesses, AAA Northeast is cultivating women and people of many ethnicities and races to run the organization and serve members, Arigo said.

“Purchasing power is rising in the diverse population and we have to align what we are offering to that customer base,” he said. “It is important to have a diverse staff that is increasingly representative of society. This helps us understand which products and services to bring to market. Our staff is mirroring society, allowing us to be optimally aligned for the benefit of growing business.”

Most of us are familiar with the sight of AAA trucks on roadsides, helping travelers with battery charges and other trials of car travel. The company also offers travel planning, insurance and banking services, and a variety of discounts.

Achieving greater diversity in businesses and institutions relies heavily on the principles and example set by their leaders. In fact, Arigo noted, leaders in industry and academia are stepping forward more than government officials these days in bringing essential social change.

“In these turbulent times, when many of us are looking for leaders to solve big problems, CEOs are

increasingly looked at as champions of change,” Arigo said, noting that AAA Northeast CEO John Galvin is a strong proponent of diversity in the workplace.

AAA Northeast tries to be transparent about its efforts to hire and promote people of color and other diverse populations, Arigo said, to encourage diverse peoples to consider a career with the organization.

In the last three years, minority representation has increased by 4% and female representation has increased by 7% at the director and executive staff level, AAA Northeast reports.

“We won’t be satisfied until those numbers are bigger,” Arigo said.

So, how exactly is the company tackling these objectives?

One avenue is to create a talent pipeline into and through the company. An internal Career Exploration Program describes to entry-level employees the different jobs and business lines within AAA Northeast to which they could aspire as their career moves forward. The program tutors people in business skills such as writing a resume, being interviewed and developing a personal brand.

AAA NORTHEAST Training for all hiring managers in the company includes an interview bias component, which is designed to help managers recognize their own biases and preferences and to thereby offset the effect of these biases during the interview process.

The company’s talent acquisition team includes a diversity and inclusion recruiter who visits colleges such as the Community College of Rhode Island and nonprofit groups such as Skills for Rhode Island’s Future to extoll the values of working for – and developing a career at – AAA Northeast.

The company hosts job fairs and has cooperative partnerships with organizations that support diverse peoples such as Veterans Inc., ResCare, Asian Community Development Corp., Alianza Hispana and the R.I. Department of Labor and Training.

AAA Northeast also reaches into the realm of minority- and woman-owned businesses to secure vendors.

Galvin promotes an exclusive charitable giving team that has supported more than two dozen charitable giving organizations such as the Black Council of Massachusetts, ERASE Racism, Youth Pride and Progreso Latino.

Noting that many small businesses owned by ethnic minorities tend to be restaurants, AAA Northeast surveyed its employees to learn about minority-owned restaurants that they patronize.

“We partnered with some of those businesses to forge a relationship to help improve the businesses’ sustainability through the mechanism of a discount and rewards program,” Arigo said. The result is that AAA members and employees “get discounts to restaurants that AAA chooses to support.” n

‘Our staff is mirroring society, allowing us to be optimally aligned for the benefit of growing business.’

RON ARIGO AAA Northeast senior vice president of human resources

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RETAIL OCEAN STATE JOB LOT

WELCOME WAGON: Ocean State Job Lot employees recently donated small household appliances and food to refugees from Afghanistan relocating to Rhode Island.

From left are: Ruby Costa, human resources manager and human resources business partner; Alex Arroyo, director of organizational effectiveness and learning; and Sarah O’Neil, organizational effectiveness consultant.

PBN PHOTO/ELIZABETH GRAHAM

Diversity a part of Job Lot’s DNA

BY KIMBERLEY EDGAR | Contributing Writer

AFGHAN REFUGEES RESETTLING in Rhode Island are the latest beneficiaries of Ocean State Job Lot’s “Embrace Diversity; Everyone is Welcome” approach.

The privately held, discount retail chain has been working with local agencies to ensure people recently relocated from Afghanistan have what they need.

The company’s charitable arm donated domestic items, including small household appliances and other supplies, to provide some comforts of an American home. Employees are considering dietary needs and preferences when supplying food and meals. And many are brainstorming how to help refugees find work through job fairs, informational interviews and resume-building help.

This effort is more than a diversity-and-inclusion tactic for the company that began in 1977.

“It’s part of the DNA of our company,” said Bob Selle, chief people officer. “It’s intertwined with who we are.”

In the years since the Perlman family founded the company, it has grown to 5,600 employees who are as diverse as the chain’s merchandise. The company’s North Kingstown headquarters alone boasts employees hailing from more than 40 countries; employees speak seven different languages or dialects; and the number of employees from traditional Asian, African American, Hispanic, Latino, and minority groups of two or more races has increased 4 percentage points to 28.8% since May 2020.

Gender diversity within leadership teams has grown in the past three to five years, which caught Mogul Magazine’s attention, landing the chain on Mogul’s 2018 Top 1,000 Companies Worldwide for Millennial Women list.

That same year, women held 66% of the top

leadership positions in retail stores (regional director). In 2020, women took command of 21% of top leadership roles (three of 14 department head positions) and held 38% of supervisor leadership positions.

But Selle quickly notes diversity encompasses more than color and gender.

From age, to people with disabilities, to vertical integration of frontline employees with management, the company has risen beyond the racial-ethnic component in embracing diversity.

The company follows state and federal laws to welcome qualified minors as young as 16, along with more-seasoned employees.

Younger employees are added through internships. And coming out of the COVID-19 pandemic, company recruiters are embracing older workers through a new program called “returnships.”

“It’s strictly to attract seniors,” Selle said, noting the company’s owners are in their 70s.

“We know that with COVID and being locked in, people want to get out and socialize again. Seniors have such a huge knowledge. We want to tap into that.”

The chain is a leader in establishing inclusive policies before being mandated. And it has won awards for this work. In 2019, Massachusetts Regional Employment Collaborative distinguished the company with its Exemplary Employer Award for hiring people with disabilities.

The company’s Open Door Policy – a name dating back to the 1899-1900 start of the U.S. foreign policy push for free trade with China and East Asia under President William F. McKinley – aims to give all employees a platform to air issues and concerns.

If an employee wants to speak with someone but is uncomfortable raising a topic with an immediate supervisor, that person can speak with a manager or human resources business partner.

The company is careful to protect against retaliation if an employee raises something that may reflect poorly on another employee.

“You have to build the trust that if you come forward, nothing’s going to happen [to you],” Selle said. “We’re going to hear you and address your concerns.”

With listening as one of the company’s greatest strengths, it instituted its 20-member Culture and Values Team in 2020.

In considering how diversity, equity and inclusion impacts the company, the team identified three areas needing attention, including unconscious bias and generations in the workplace.

“Those are things I would say senior leaders didn’t necessarily think about,” Selle said.

The team has produced several modules in its Culture and Values Series to help employees learn and grow and is considering other measures to improve in diversity, equity and inclusion.

“When do we arrive?” asked Alex Arroyo, director of organizational effectiveness and learning. “There is no arrival. There is no destination here.

This is a continuous process.” n

‘When do we arrive? There is no arrival. There is no destination here. This is a continuous process.’

ALEX ARROYO Ocean State Job Lot director of organizational effectiveness and learning

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DIVERSITY & INCLUSION 2021 AWARDS PROGRAM

SOCIAL SERVICES UNITED WAY OF RHODE ISLAND

COMMUNITY ENGAGEMENT: The United Way of Rhode Island launched multiple initiatives, including its five-year, $100 million LIVE UNITED 2025 strategic plan, to support racial equity in the state. United Way of Rhode Island Director of Policy and Equity Kyle Bennett talks with fellow employees during a hybrid Zoom and in-person meeting to kick off its internal United Way campaign with a goal of 100% participation.

PBN PHOTO/DAVE HANSEN

An array of strategies to better the community

BY ISABELLA DELEO | Contributing Writer

UNITED WAY OF RHODE ISLAND is a name that is familiar to many locally. But Larry Warren, the nonprofit’s chief impact and equity officer, says it’s likely that not everyone understands the full scope of the work the organization undertakes.

“I think many Rhode Islanders fall into one of two categories, they either don’t know what United Way does, or they know one dimension of what it does,” Warren said. “It could be that they only experience, they only interact with United Way [through] a workplace giving campaign, or they only know United Way because they work for an organization that has a grant from United Way. But we have such a diverse array of services and resources that we employ in pursuit of

to how decisions are arrived at, even when criteria are clearly stated on our website or on the RFP, sometimes how a decision is arrived at is not particularly clear,” Warren said. “So we’re trying to pull back the curtain, so to speak, and be transparent as to how we arrived at a decision.”

All of United Way of Rhode Island’s efforts to promote equity and inclusion garnered the attention of philanthropist Mackenzie Scott, who donated $10 million to the organization in 2020. For Warren, Scott’s donation represents “a huge testament to the work that the team is doing here, that our leadership is coordinating and representing externally.”

That work extends to the organization’s efforts to engage with communities across Rhode Island. In February 2021, United Way of Rhode Island created the “21 Day Equity Challenge,” a challenge that encourages Rhode Islanders to learn more about systemic inequalities and injustices, coinciding with Black History Month. About 1,600 people engaged with the self-guided challenge to dedicate 15 minutes each day to thinking critically about topics such as racial identity, allyship and privilege.

United Way of Rhode Island engages further with local communities through legislative action on social issues, including early childhood education, source of income discrimination and affordable housing. Warren said that the organization is “proud to be one of a number of community partners in advocating for policies or investments and priorities that advance racial equity.” n

racial equity in our state.”

The United Way, which has more than 1,200 branches worldwide, aims for wide reach and impact. With that, the local Rhode Island branch is certainly making its mark on the Ocean State, working to ensure equity and opportunity for all Rhode Islanders. The nonprofit connects Rhode Islanders with social services through its 211 hotline. It also advocates for legislation, engages and invests in the local community, and provides grants in an effort to expand education and opportunity for a more equitable Rhode Island. United Way has also been supporting vaccine education outreach and the establishment of new vaccination sites during the COVID-19 pandemic.

A crucial part of United Way of Rhode Island’s work involves fundraising and providing grants to local organizations that are doing work United Way deems important. This year, the organization launched LIVE UNITED 2025, a strategic plan to invest $100 million within the next five years to support racial equity in the state, with the funding

spanning 72 organizations.

The strategic plan was built following the “Community First Conversation” series the organization had put together before the COVID-19 pandemic to address key questions about Rhode Island’s future. Warren said, “There were a number of different venues where people invited friends, family, strangers to come together and to answer basically two key questions: ‘Where would Rhode Islanders like to see Rhode Island five years from now?’ and ‘What role do they see United Way playing and getting us there?’ ” In April 2020, the nonprofit organized its inaugural 401Gives fundraising drive, raising $1.3 million for local nonprofits in one day. The organization topped that feat in its second year of 401Gives, raising $2.3 million on April 1.

United Way of Rhode Island has also made the request for proposals process more accessible for the organizations that United Way partners with. “Philanthropy can be pretty mysterious as

‘We have such a diverse array of services and resources that we employ in pursuit of racial equity.’

LARRY WARREN United Way of Rhode Island chief impact and equity officer

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EDITOR’S CHOICE – COMMUNITY IMPACT AWARD STRATEGIC PLANNING: Skills for Rhode Island’s Future staff members, from left foreground clockwise, Vianka Brito, work readiness coach; Tracy Duffaut, director of engagement; Nina Pande, executive director; Roanderson Servino, work readiness coach; and Christopher Abreu, program director, meet at the nonprofit’s Providence office.

PBN PHOTO/TRACY JENKINS

Opportunity for all takes skill

BY ISABELLA DELEO | Contributing Writer

NINA PANDE, executive director of Skills for Rhode Island’s Future, says the Providence-based nonprofit organization believes “firmly that there is opportunity for everybody.”

Pande oversees the workforce intermediary that connects unemployed and underemployed Rhode Islanders with job opportunities, addresses inequities and strives to set up all Rhode Islanders for career and financial success. Founded in 2016, Skills for Rhode Island’s Future offers job training initiatives and other services to enhance economic opportunity for Rhode Islanders, and, by extension, contributes to the inclusiveness and success of local businesses.

“We are constantly looking to create strategic partnerships with organizations that will really further develop us, and ensuring that diversity, equity and inclusion is not just a buzzword, but it is actual action that we are intentionally taking every day,” Pande said.

Within its five years, the organization has placed more than 3,500 Rhode Islanders with employers, provided 13,598 individuals with career enhancement training, employed 244 people with the COVID-19 Dispatch Program, placed 920 people with Real Jobs Rhode Island training programs, and connected 1,381 Rhode Island students from public high schools and universities with internships.

The college internship program, Pande explains, “is specifically designed for first-generation college students,” adding that it is important “for first-generation college students to get the supports they need, to not only succeed in college, but once they graduate, creating that social capital, and getting them connected to the world of work early is so important for their professional growth, their personal confidence and then really setting them on a path for economic success.”

Of the total number of Rhode Islanders con-

nected with jobs through Skills for Rhode Island’s Future, 52% are people of color and 57% are women. In addition to connecting job candidates with employers, Skills for Rhode Island’s Future also offers a “skills academy” with free online courses, interview preparation training, resume workshops, as well as training in a variety of in-demand fields, including manufacturing, information technology, health care, and customer service and retail.

To identify areas in which Skills for Rhode Island’s Future can maintain its commitment to diversity, equity and inclusion, the nonprofit recently held a strategic planning process, through which the organization established five areas of focus. One focus area is supporting marginalized communities, including people of color, women, veterans, people who were formerly incarcerated, English language learners, people who are living in poverty, and individuals with disabilities.

Pande said the organization established the WorkABILITY initiative during the COVID-19 pandemic “to make sure, again, that individuals with disabilities have opportunities to be able to upskill and get jobs just like anybody else. And, and really breaking down the myths and barriers

SKILLS FOR RHODE ISLAND’S FUTURE that come along with hiring a person with a diagnosed disability.”

In addition to providing important job training services and professional opportunities to unemployed and underemployed Rhode Islanders, Skills for Rhode Island’s Future has offered crucial services during the COVID-19 pandemic, adapting to local businesses’ needs.

Through all this, Pande said, “We grew our employee base by about 40% through the pandemic. And we grew our revenue significantly, as well, because we prepared employees to respond to the pandemic in ways that were necessary.”

The nonprofit has worked to fasttrack and recruit health care workers to local field hospitals and certified nursing assistants for nursing homes during the COVID-19 pandemic. It also worked with the R.I. Department of Labor and Training to establish a temporary staffing model to fill local businesses’ needs for essential retail and service workers.

“What makes me happy every day is the culture that we’ve built at the organization to really be that inclusive environment,” Pande said, “to make sure that anybody who walks through our doors, whether it’s an employee or a candidate or an employer, that they feel welcomed and they feel supported and that our organization is that little bit of hope that you’ll be able to find a job … regardless of your educational background, or what ZIP code you live in, or what experiences you’ve had.” n

‘We are constantly looking to create strategic partnerships with organizations that will really further develop us.’

NINA PANDE Skills for Rhode Island’s Future executive director

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DIVERSITY OFFICERS OFFICERS (ranked (rankedbybynumber numberofoffull-time full-timeemployees) employees) DIVERSITY 2021 rank

1

Company | Website Diversity officer(s)

Address Phone

No. local full-time employees

Corporate diversity programs

Rhode Island | ri.gov Tomás Ávila, associate director, Office of Diversity, Equity and Opportunity

1 Capitol Hill Providence, R.I. 02908 (401) 222-2280

13,454

The Office of Diversity, Equity and Opportunity’s purpose is to ensure nondiscrimination, diversity, equity and equal opportunity in all aspects of state government

CVS Health Corp. | cvshealth.com David L. Casey, senior vice president, workforce strategies, and chief diversity officer

1 CVS Drive Woonsocket, R.I. 02895 (401) 765-1500

8,600

Employs team of colleagues dedicated to ensuring youths, mature workers, veterans and individuals with disabilities have a place within the company

2020: 3

Care New England Health System | carenewengland.org Dionne Poulton, chief diversity officer

45 Willard Ave. Providence, R.I. 02905 (401) 430-8130

7,548

Ensures nondiscrimination, diversity, equity and equal opportunity in the workplace

4 2020: 5

Brown University | brown.edu Sylvia Carey-Butler, vice president for institutional equity and diversity

1 Prospect St. Providence, R.I. 02912 (401) 863-1000

4,709

The Office of Institutional Equity and Diversity offers multiple programs and initiatives surrounding diversity, including the Diversity Advisory Board, Diversity Luncheon Series and staff professional development days/workshops

5 2020: 4

Citizens Financial Group Inc. | citizensbank.com Mike Sebring, head of diversity and inclusion, senior vice president

1 Citizens Plaza Providence, R.I. 02903 (401) 456-7000

4,571

Community initiatives, business resource groups and colleague programs

6 2020: 7

Fidelity Investments Inc. | fidelity.com Wendy John, head of global diversity and inclusion

900 Salem St. Smithfield, R.I. 02917 (401) 292-5000

3,200

Offers six employee resource groups, which are self-organized groups of employees with common interests in areas such as race, ethnicity, gender, sexual orientation and military

University of Rhode Island | uri.edu Mary Grace A. Almandrez, associate vice president and chief diversity officer

35 Campus Ave. South Kingstown, R.I. 02881 (401) 874-2116

2,611

Social justice and inclusion micro-credential, workplace harassment prevention training

Bank of America Corp. | bankofamerica.com Cynthia Bowman, chief diversity and inclusion officer

100 Westminster St. Providence, R.I. 02903 (800) 432-1000

2,500

Employee networks, which are employeecomprised support groups for employees with common identities, including Asian Leadership Network, Black Professional Group and Disability Advocacy Network

9 2020: NL

Hasbro Inc. | hasbro.com Bryony Bouyer, franchise strategy, consumer products, diversity and inclusion; Alison Martins, director of diversity and inclusion

1027 Newport Ave. Pawtucket, R.I. 02862 (401) 431-8697

1,600

Promotes a culture of inclusion in which employees feel valued, respected and engaged, and where their differences, skills and experiences are embraced

10 2020: 12

Amica Mutual Insurance Co. | amica.com Shameem Awam, assistant vice president, talent management and diversity, equity and inclusion, human resources

100 Amica Way Lincoln, R.I. 02865 (800) 242-6422

1,487

Amica makes diversity and inclusion an active part of the company, as well as addresses issues that are central to the company, its employees and customers

11 2020: 11

Ocean State Job Lot | oceanstatejoblot.com Bob Selle, chief human resources officer; Alex Arroyo, director, diversity, organizational effectiveness and learning

375 Commerce Park Road North Kingstown, R.I. 02852 (401) 295-2672

1,379

Focuses on leveraging diversity of thought, experience, background and any other perceived barrier to create balanced teams, with attention on recruiting, developing talents of its team members

12 2020: 13

FM Global | fmglobal.com Sonserae Toles, vice president, inclusion

270 Central Ave. Johnston, R.I. 02919 (401) 275-3000

1,346

Partners with Society of Women Engineers and the National Society of Black Engineers, which provides recruitment, development and networking opportunities for potential employees

13 2020: 14

International Game Technology PLC | igt.com Kim Barker Lee, vice president, diversity and inclusion

10 Memorial Blvd.

Providence, R.I. 02903 (401) 392-1000

1,051

Created the Office of Diversity and Inclusion within its People and Transformation organization; responsible for implementing the global strategic plan for diversity and inclusion

14 2020: 15

Providence College | providence.edu Jacqueline Peterson, consultant on diversity

1 Cunningham Square Providence, R.I. 02918 (401) 865-2294

942

Diversity, Equity & Inclusion Mini Grants support efforts by faculty, staff and student organizations through programs and leadership experiences to help make the college a diverse community

15 2020: 19

Bryant University | bryant.edu Kevin Martins, assistant vice president, diversity, equity, and inclusion; Mailee Kue, assistant vice president, student affairs and Title IX coordinator

1150 Douglas Pike Smithfield, R.I. 02917 (401) 232-6000

803

PwC Center for Diversity and Inclusion serves as a resource to empower students, staff and faculty to be active participants in building a diverse and responsible community

2020: NL

Rhode Island School of Design | risd.edu Matthew Shenoda, vice president of social equity and inclusion

2 College St. Providence, R.I. 02903 (401) 454-6100

799

Social equity and inclusion plan; annual training for senior leadership focused on diversity, equity and inclusion

17 2020: 16

Rhode Island College | ric.edu Anna Cano Morales, associate vice president, Office of Diversity, Equity and Inclusion

600 Mount Pleasant Ave. Providence, R.I. 02908 (401) 456-8000

797

The Office of Diversity, Equity and Inclusion promotes active and ongoing processes that advance social and racial justice and equity collegewide

United Natural Foods Inc. | unfi.com Guillaume Bagal, vice president of diversity and inclusion

313 Iron Horse Way Providence, R.I. 02908 (401) 528-8634

780

Promotes equality, diversity and justice in the community

19 2020: 17

Blue Cross & Blue Shield of Rhode Island | bcbsri.com Jenny Bautista, diversity, equity and inclusion manager

500 Exchange St. Providence, R.I. 02903 (401) 459-1000

778

Diversity Council, long-term strategic plan for diversity, equity and inclusion sets a course for recruitment, training, culture, community support, product development and strategic initiatives

20 2020: 20

Toray Plastics (America) Inc. | toraytpa.com Lisa A. Ahart, vice president, U.S. corporate human resources and environmental health and safety

50 Belver Ave. North Kingstown, R.I. 02852 (401) 294-4511

719

Recruits, hires, trains and promotes individuals, and ensures all other personnel actions are administered without regard to race, religion, creed, age, sexual orientation, gender identity or expression, or other legally protected status

21 2020: 21

Neighborhood Health Plan of Rhode Island | nhpri.org Lisa A. Whiting, chief human resource officer

910 Douglas Pike Smithfield, R.I. 02917 (401) 459-6000

600

Diversity and Inclusion Council, which gains insight on members' perceptions of the diversity effort and monitors progress of diversity initiatives

2020: 1

2 2020: 2 3

7

2020: 9

8

2020: 10

16

18

2020: 17

CLOSER LOOK

Total number of employees:

60,274 LIST RESEARCHED BY James Bessette NEED A COPY? To purchase a copy of this list, call (401) 273-2201 or visit PBN.com/lists for more information.

WANT TO JOIN? For more information about participating in PBN’s Top Lists, or to make additions or corrections, call (401) 680-4838 or write to Research@PBN.com.

NL = Not listed last year.

www.pbn.com | DIVERSITY & INCLUSION AWARDS 2021 n PROVIDENCE BUSINESS NEWS | DECEMBER 2021 | 21

MINORITY-OWNED BUSINESSES (ranked by dollar amount in state contracts received in FY 2020) MINORITY-OWNED BUSINESSES (ranked by dollar amount in state contracts received in FY 2020) Dollar amount in state contracts received 1

Type of business

Year founded

3016 Post Road Warwick, R.I. 02886 (401) 568-5778

$3,690,578

Information technology solutions, consulting and engineering services

1986

Lucena Bros. Inc. | lucenabros.com David Lucena

70 Founders Drive Woonsocket, R.I. 02895 (401) 762-5400

$1,300,000

Paving and site construction

1988

3

Green International Affiliates Inc. | greenintl.com Ko Ishikura

24 Albion Road, Suite 120 Lincoln, R.I. 02865 (401) 305-7337

$1,286,840

Engineering and design

1993

4

Robert F. Audet Inc. | rfaudet.com John Miguel, president

2883 South County Trail East Greenwich, R.I. 02818 (401) 884-3310

$1,155,383

Electrical contractor

1990

5

Able Industrial Sweeping Inc. | ableindustrialsweepinginc.com Warren Edmonds, president

68 Hollister Road Seekonk, Mass. 02769 (401) 434-3440

$890,283

Asphalt work, industrial sweeping, snowplowing

2010

Re-ranked by newest businesses:

6

Heroica Construction Inc. | heroicaconstruction.com Jhonny Leyva, president

631 Douglas Ave. Providence, R.I. 02908 (401) 641-9609

$781,250

General contractor

2007

1 (tie) E-Z Patch Inc.

7

Horton Interpreting Service Inc. | language-link.com Juana Horton, president

225 Chapman St., Suite 303 Providence, R.I. 02905 (401) 331-4798

$603,040

Language services for business, government agencies, law and medical

1998

8

International Paving Corp. | internationalpaving.net Jeffrey Joaquin, president

1331 Main St. West Warwick, R.I. 02893 (401) 312-6565

$480,675

Paving services

2003

E-Z Patch Inc. | ezpatch.net Darrell Edmonds

P.O. Box 157 Lincoln, R.I. 02802 (401) 641-9007

$443,981

Asphalt repair

2019

Bryant Associates Inc. | bryant-engrs.com Jeffrey C. Bryant, CEO

640 George Washington Highway Lincoln, R.I. 02865 (401) 722-7660

$382,095

Civil, structural, traffic and marine engineering, surveying and mapping, and construction-management firm

1976

William Anthony Excavating Inc. | waexcavating.com Tony Raposo, president and treasurer

3666 Quaker Lane North Kingstown, R.I. 02852 (401) 294-2320

$218,626

Commercial paving, driveway services, excavating, sewage disposal systems

1989

12

APM Consulting Firm LLC Azade Perin-Montemoto

44 Rankin Ave. Providence, R.I. 02908 (401) 207-3490

$192,582

Strategic planning and development, marketing and communications, translation, program and project management

2019

13

New England Highway Technologies LLC | nehighwaytech.com Richard Bisono, president

1538 Elmwood Ave Cranston, R.I. 02910 (401) 486-0550

$137,881

Traffic safety products and construction equipment

2004

14

L. A. Torrado Architects Inc. | torrado-architects.com Luis Torrado, president

35 Greenwich St. Providence, R.I. 02907 (401) 781-0633

$126,300

Architectural design and professional services

1996

15

Kay-Cor Contractors Inc. | kay-cor.com Herculano Salustio, founder and president

P.O. Box 7368 Cumberland, R.I. 02864 (401) 727-7787

$64,239

General contractor

1996

16

Silva Advertising Specialties Inc. | silvaadvertising.com David DaSilva, owner

P.O. Box 14331 East Providence, R.I. 02914 (401) 438-7468

$40,726

Promotional products, screen printing, awards, signage

1989

17

Blueskies Construction & Design LLC | blueskiescd.com Ira de Rijke, vice president

514 River Road Lincoln, R.I. 02865 401-603-5289

$35,874

Commercial general contractor, licensed and bonded with more than 25 years of experience

2013

18

Legacy General Contracting Inc. | lgchomes.com Mario Lagoa, president

551 Warren Ave. East Providence, R.I. 02914 (401) 247-7498

$25,561

General contractor

2007

19

Wood & Wire Fence Co. | woodwirefence.com Timothy Martins, president

125 Higginson Ave. Lincoln, R.I. 02865 (401) 727-0806

$18,930

Fence contractor

1989

KITE Architects Inc. | kitearchitects.com Albert Garcia; Christine West, principals

1 Central St. Providence, R.I. 02907 (401) 272-0240

$14,940

Architecture

1974

R. T. Nunes & Sons Inc. | rtnunes.com Jared Nunes, president

41 Industrial Lane West Warwick, R.I. 02893 (401) 821-8693

$10,609

General contractor

1991

Company | Website CEO/President

Address Phone

1

HCH Enterprises LLC | hchent.com Henry C. Hodge, owner and president

2

2021 rank

CLOSER LOOK

Total dollar amount in state contracts received in FY 2020:

$11.9 million

Year founded: 2019

9 10 11

20 21

1 Funding for state contracts for the 2020 fiscal year was awarded as part of the R.I. Department of Administration's Minority Business Enterprise Program.

22 | DECEMBER 2021 | PROVIDENCE BUSINESS NEWS n DIVERSITY & INCLUSION AWARDS 2021 | www.pbn.com

1 (tie) APM Consulting

Firm LLC Year founded: 2019

3 Blueskies Construction & Design LLC Year founded: 2013

LIST RESEARCHED BY James Bessette NEED A COPY? To purchase a copy of this list, call (401) 273-2201 or visit PBN.com/lists for more information.

WANT TO JOIN? For more information about participating in PBN’s Top Lists, or to make additions or corrections, call (401) 680-4838 or write to Research@PBN.com.

FOOTNOTE j Funding for state contracts for the 2020 fiscal year was awarded as part of the R.I. Department of Administration’s Minority Business Enterprise Program.

2021 Edition

BUSINESS CARES

DIVERSITY & INCLUSION

SKILLS FOR

RHODE ISLAND’S

FUTUR E

INSURANCE BROKERAGE INC.

www.pbn.com | DIVERSITY & INCLUSION AWARDS 2021 n PROVIDENCE BUSINESS NEWS | DECEMBER 2021 | 23

Rising Together Rhode Island is rising above the challenge of the past year. And Blue Cross & Blue Shield of Rhode Island (BCBSRI) continues to be here for you—with even more Safe Zones for respectful care, flexible insurance options, and convenient tools to help manage your plan. We’re committed to promoting an inclusive, diverse community where everyone feels safe and accepted— where we can all rise together.

Blue Cross & Blue Shield of Rhode Island is an independent licensee of the Blue Cross and Blue Shield Association.

11/21 CR-641175

24 | DECEMBER 2021 | PROVIDENCE BUSINESS NEWS n DIVERSITY & INCLUSION AWARDS 2021 | www.pbn.com