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ÂŽ Winter 2018

$14.95

PEOPLE ON THE MOVE: See who’s been taking the D&I world by storm

Meet Michele Meyer-Shipp, Akin Gump’s new CDIO— a woman who believes in paying it forward and clearly a Woman Worth WatchingŽ

10th Annual

Diversity Leader Awards:

Recognizing the organizations and individuals who are the vanguard of D&I

How the “confidence gap� keeps women from succeeding at work It’s time to treat mental health issues as real disabilities

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Is that rudeness a D&I problem or just plain bad behavior?



Inside this issue:


Everyone has a unique perspective. We see the value of an inclusive and diverse culture.

At KPMG, we believe our people must be as diverse as the clients and communities we serve and that their unique backgrounds, experiences, and talents are essential to our success. We’re proud that at every level of our firm, our professionals take ownership of creating a diverse and inclusive culture. KPMG is proud to be recognized among Profiles in Diversity Journal’s 2017 Diversity Leader Award winners. Learn more at kpmgcareers.com

Anticipate tomorrow. Deliver today.

©2017 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. Some of the services or offerings provided by KPMG LLP are not permissible for its audit clients or affiliates. NDPPS 729631


Since 1999

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All Things Diversity & Inclusion

FOUNDER/CEO/PUBLISHER

2018

And now we welcome the new year. Full of things that have never been. – Rainer Maria Rilke

James R. Rector

PUBLISHER'S COLUMN

VP OF OPERATIONS

James Gorman DESIGNER

As Profiles in Diversity Journal begins its 20th year of celebrating individual achievers and recognizing committed organizations that help advance and enhance diversity and inclusion at work, we look forward with anticipation to sharing fresh ideas, highlighting exciting achievements, and saluting those who lead the way to a more open and equitable workplace for all. We’ll also be adding some new features to the magazine and our website. Here are a few of the things we’re working on:

Stephen A. Toth ASSOCIATE EDITOR

Teresa Fausey EXECUTIVE ASSISTANT

Elena Rector CONTRIBUTING WRITERS

Stephen Young & Barbara Hockfield Inmaculada Reinoso Nadine Vogel

LETTERS TO THE EDITOR

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Profiles in Diversity Journal® is a quarterly magazine dedicated to promoting and advancing diversity and inclusion in the corporate, government, nonprofit, higher education, and military sectors. For more than 20 years, we have helped to stimulate organizational change by showcasing the visionary leadership, innovative programs, and committed individuals that are making it happen.

• 10 Things You May Not Know About... We’ll share fascinating facts about famous, and not-so-famous, people and events important to diversity, current research, and more. • The Big Question… We’ll ask you, our readers, things like: Who is the most influential diversity figure in history? What event most improved the ability of women to succeed in the workplace? What is the most important civil rights event in history? We’ll share your answers in the magazine and online. • Diversity Hero: Stories of people who have contributed to the progress of women, as well as ethnic/cultural, LGBT, and other groups. • Women in STEM: Accounts of women in STEM, including achievements from history and kids doing amazing things. • PDJ’s Bookshelf: A list of recently published diversity-related books, including books by our readers. • Age in the Workplace: Articles about ageism in the workplace, as well as fascinating stories about the achievements of older individuals. • LGBT at Work: Articles dealing with LGBT issues, as well as compelling stories highlighting the achievements of LGBT individuals. In this issue, PDJ celebrates organizations and people who are driving diversity and inclusion, with our 10th Annual Diversity Leader Award. The Women Worth Watching® interview series continues as Akin Gump’s CDIO, Michele Meyer-Shipp, shares three keys for success, how she turned obstacles into opportunities, and the three qualities would-be leaders should cultivate. Inmaculada Reinoso talks about the male/female confidence gap, Stephen Young and Barbara Hockfield show us that not every bad behavior is a micro-aggression, and Nadine Vogel explains the importance of recognizing mental health issues as disabilities.

James R. Rector, Publisher and Founder www.diversityjournal.com WINTER 2018

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IN THIS ISSUE Since 1999

®

14 All Things Diversity & Inclusion

01 | 08 | 56 | 58 | 62 | 64 | 66 | 68 |

PUBLISHER’S COLUMN DIVERSITY LEADER AWARDS PEOPLE ON THE MOVE WOMEN WORTH WATCHING: MICHELE MEYER-SHIPP PAYING IT FORWARD EVERY DAY ARE FEMALE LEADERS CONFIDENT COMMUNICATORS? YOU CAN'T FIX A D&I PROBLEM BY BARKING UP THE TREE OF BAD BEHAVIOR MENTAL HEALTH IN THE WORKPLACE: IT MATTERS CORPORATE INDEX

58 TABLE OF CONTENTS 10th

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PDJ honors 23 outstanding organizations and diversity leaders who are driving diversity and inclusion efforts around the globe and cultivating open and equitable workplaces that invite everyone to bring his or her whole and genuine self to work every day. When you meet our 2018 Diversity Leader Award recipients, you’ll be inspired by their passion, and you may discover new ways to propel D&I forward in your organization.



The Annual Diversity Leader Awards

PAGE 56

People on the Move Find out where your fellow diversity leaders are headed, who has received recognition recently, and what organizations are doing to make D&I better than ever.

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When you feel good about your finances, you feel good about your life. SunTrust is committed to helping Americans build financial confidence to focus on what matters most. Learn more about financial confidence at onUp.com

SunTrust Bank, Member FDIC. Š2017 SunTrust Banks, Inc. SUNTRUST and the SunTrust logo are trademarks of SunTrust Banks, Inc. All rights reserved. CONFIDENCE STARTS HERE


TABLE OF CONTENTS PAGE 58

Meet Akin Gump’s Michele Meyer-Shipp In an interview with PDJ, this dynamic diversity leader shares what’s she’s learned during her career, offers some excellent advice to other aspiring leaders, and explains how and why she “pays it forward” every day. Michele is truly a Woman Worth Watching.

PAGE 62

Are Female Leaders Confident Communicators? This article by Inmaculada Reinoso takes an in-depth look at the role confidence plays in workplace success, the confidence gap that develops between men and women early in life, and what women can do to become more confident and communicate that confidence to others.

PAGE 64

You Can’t Fix a D&I Problem by Barking up the Tree of Bad Behavior Stephen Young and Barbara Hockfield help readers distinguish between micro-inequities and simple cases of bad behavior, and they explain why it’s important to understand the difference.

PAGE 66

Mental Health in the Workplace: It Matters According to contributor Nadine Vogel, mental health issues in the workplace are often not taken seriously or even recognized as disabling. In this article, she shares her insights regarding the extent of the problem, best practices around mental health issues at work, and why developing a comprehensive strategy is good for employers and the bottom line.

PAGE 68

Corporate Index Index of organizations appearing in this issue of Profiles in Diversity Journal.

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Seeing the world with new eyes is not just interesting. It’s essential. Geocompetence takes a creative, dynamic perspective. Viewing diversity and change as allies. Embracing cultures. Using complexity as an opportunity. Seeing innovation as a necessity, not an option. Creating solutions, instead of just searching for them.

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PARTNERSHIP DETAILS AT: www.diversityjournal.com/partners Contact us today to find out how your company will benefit by Partnering For Diversity.

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e invite your organization to participate in our 17th Annual Women Worth Watching® special celebration issue by nominating one of your most influential senior women executives. The special issue will showcase her commitment and achievements, and will bring acclaim to your company promoting women in 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 the special issue please visit:

NOMINATION DETAILS AT: www.womenworthwatching.com

WINTER 2018

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The 10th Annual Diversity Leader Awards

Celebrating the Champions and the Visionaries of Diversity and Inclusion

E

very year, since PDJ began celebrating organizations committed to taking diversity to the next level, as well as the Diversity Leaders within those organizations, we have been impressed and encouraged by their commitment, their intelligence, and their creativity. And again this year, our Diversity Leader Award recipients do not disappoint. The 23 Diversity Leaders we recognize for 2018 reach out, locally and globally, to embrace an ever-widening diversity of employees, vendors, clients, and communities. They celebrate diversity as a value that is not only crucial for commercial success, but also central to who they are as people. For each of them, diversity is more than an important idea or a solidly held principle. It is their passion— their raison d’être. For many, who at one time or another have felt excluded or ignored because they belonged to a particular gender,

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An individual has not started living until he can rise above the narrow confines of his individualistic concerns to the broader concerns of all humanity. – Martin Luther King, Jr. or ethnic or cultural group, making true diversity a reality is also a personal imperative. Every Diversity Leader you’ll meet, as you peruse the following pages, is making his or her organization a place that partners with schools and professional associations to connect with a more diverse group of potential hires, seeks out women- and minority-owned vendors, participates in the communities where employees work and live, and teaches company leaders and hiring managers to recognize and confront their own unconscious biases. Most important, these leaders are cultivating workplaces that invite all employees to bring their whole and genuine selves to work every day.

So, we invite you to get acquainted with these extraordinary Diversity Leaders. You may encounter ideas that you can use to help drive your own organization along the diversity highway. In any case, you’re sure to be inspired by their passion, their enthusiasm, and their fascinating personal stories. Enjoy.


WINTER 2018

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Unlocking the Power of Diversity

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or KPMG, inclusion demands that every member of the firm see beyond individual differences to create a culture that unlocks the power of diversity. The firm’s commitment to sustain an inclusive, diverse workplace is built on core values, and guided by a global inclusion and diversity (I&D) strategic framework that will attract the right talent and develop the right solutions for clients. The firm is committed to these I&D goals: Grow inclusive and diverse leaders, and build collaborative and inclusive teams; inspire diverse perspectives and innovative client solutions; build inclusive, accessible, and vibrant workplaces; increase diversity of overall partnership and leadership; and lead inclusion and diversity in the market.

The Team KPMG’s I&D team works collaboratively with other business teams within the firm, including talent acquisition, talent development, human resources, and communications. Ninety partners and firm leaders drive national I&D priorities through participation in the firm’s I&D Executive Council and seven network advisory boards, and as diversity partner champions for business lines or functions. Another 500 partners and professionals drive local efforts. KPMG is investing in various programs that help develop its pipeline of diverse leaders, including Stacy Lewis

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At KPMG, we believe the following: Diversity is about each of us, about the variety of unique experiences, qualities, and characteristics we all possess. Inclusion is about all of us; creating a culture that strives for equity and embraces, respects, and values differences for all our people. Rising Stars, Leadership Insights Sumshootings in Orlando and Dallas, mits, and Leadership Development Series. Chairman and CEO Lynne Doughtie, along with Deputy Chairman and COO P. Scott Ozanus, sent messages The I&D Executive Council of support to firm diversity networks. Each quarter, KPMG’s I&D Executive Doughtie also shared the following Council brings together ideas and best message on the firm’s intranet, and on practices from diversity partner social media, after violence erupted in champions and national diversity Charlottesville, Virginia: networks, and develops initiatives focused on recruiting, developing, Make no mistake: The KPMG advancing, and retaining diverse talent. community rejects any and all The I&D Executive Council working expressions of hatred, bigotry, and groups also meet to address issues, such group supremacy. Such feelings are as increasing the number of diverse canat odds with the American ideal that didates included in succession planning. we are all created equal. This incident affects everyone and it, along with I&D Messaging others, goes against how we must treat KPMG’s internal and external websites one another inside and outside the provide information about firm-wide KPMG community…. The bias and initiatives and resources. And local hatred expressed in Charlottesville has offices conduct seminars, learning no place at KPMG. We are committed sessions, networking events, and to fostering a safe, open, and trusting cultural celebrations. environment for all. Firm leaders also share personal messages. For example, after the 2016


I believe that inclusion is what allows us to unlock the power of our diverse teams. …I am inspired by how we come together … to provide real value to our clients and I believe there are no limits to how great KPMG can be. ~ Sue Townsen, KPMG Chief Diversity Officer and 2015 Profiles in Diversity Journal Woman Worth Watching

CDO SUE TOWNSEN Shares Her D&I Views I&D’s Importance “Inclusion and diversity is both a critical talent and business issue. To be an employer of choice, and to have fully engaged employees, you need a genuinely inclusive culture. One of the biggest challenges we face is access to a diverse pool of qualified talent, especially in a highly competitive profession like ours. That’s why, consistent with our focus on lifelong learning, KPMG invests in programs aimed at preparing young people for the workforce.”

The CDO Role “We apply a diversity lens to everything we do, starting with expecting our leaders and professionals to demonstrate inclusive behaviors, and holding them accountable for doing so. We use the same lens for HR processes, including talent acquisition, development, and performance management, with the understanding that it’s important to mitigate any potential bias in these processes. “…we know people stay when they feel they belong, so our diversity networks focus on professional development, networking, and

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mentorship, creating a forum and safe place for our diverse professionals to come together, support each other, and connect with leaders and others who can sponsor and support their careers.”

Measuring Success

help leaders manage unconscious bias in critical talent decisions, and shifting behaviors to create a stronger, more inclusive culture.” PDJ

KPMG I&D AWARDS

“We measure success against clearly defined goals focused on diversity in partnership, talent acquisition, retention and advancement, and leadership. In 2017, KPMG achieved an all-time high of 32.6 percent diversity in partnership and 31.7 percent in leadership…. “Our successes are driven by the actions of our leaders, the nearly 500 professionals leading our I&D initiatives and networks, and the nearly 20,000 diversity network and council members across the country. "… the fact that nearly 45 percent of our people are engaged in a diversity network is also a tangible measure of success.”

• FORTUNE, 100 Best Companies to Work For in 2017–#12

Initiative

• Women’s Enterprise USA, 2017 Top 100 Company for Woman-Owned Businesses

“We’ve partnered with the NeuroLeadership Institute to develop ‘KPMG Include: The Science of Succeeding Together,’ which focuses on building skills that

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• Working Mother, Best Companies for Multicultural Women–Top 5 • Military Times, Best for Vets Employer • Asia Society, 2017 Overall Best Employer for Asian Pacific Americans • Working Mother, 100 Best Companies for Working Mothers • Disability Equality Index, Best Places to Work for People with Disabilities • Human Rights Campaign, Best Places to Work for LGBT professionals

• U.S. Veterans Magazine, Best of the Best Top Supplier Diversity Program

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Putting D&I into Practice Every Day

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t AALRR, diversity isn’t just something we say—it’s something we do. Across nine California offices, the firm’s attorneys represent a rich mix of races, ethnicities, religions, sexual orientations, cultures, and languages. The wide cultural lens from which AALRR views the world helps to facilitate greater communication in litigation, counseling, and business planning. Understanding the perspectives of clients, as well as the perspectives of those served by clients, makes this firm uniquely qualified to provide exceptional legal services. This is true for publicsector clients—including cities and school districts—who rightly view diversity as important for the make-up of their management teams and beneficial to their clients, communities, and constituencies, as well as for private-sector clients, who understand that establishing diversity as a core component of their business strategy can drive innovation and retain top talent.

Committee, serves as the point person for communications from both the Committee and Women@AALRR. She regularly sends out company-wide emails to promote internal and external diversity initiatives, and to describe the progress made by both committees. These firm emails are almost never one-sided. Often, they include surveys where employees can describe their own participation, feedback, and input regarding diversity and inclusion events and engagements, and suggest follow-up steps that the committees then consider. The firm’s marketing department, which works closely with its diversity committees to communicate initiatives and progress both internally and externally, regularly sends out fliers, press releases, and alerts to clients and community members to highlight the work being done by AALRR to promote diversity and inclusion, not just internally, but in the cities, counties, and neighborhoods in which the firm operates.

Communicating D&I

Measure of Success

Elizabeth Zamora-Mejia, chair of AALRR’s Diversity & Inclusion

AALRR regularly sends out surveys, asking attorneys and staff to provide

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input regarding diversity and inclusion initiatives. These include scheduled outings, initiatives, speaker series, education, and community-engagement programs. The firm measures engagement based on survey results— and tailors solutions accordingly. Because diversity and inclusion is a core focus of the firm’s workplace culture, AALRR sees a high level of participation and response rates.

Putting D&I into Practice AALRR doesn’t simply pay lip service to the concept of diversity: the firm practices it every day, from its recruiting practices to leadership committees to its work in the community and beyond. AALRR fosters attorney growth in the organization through two committees geared to providing a sense of belonging and inclusion—the Diversity and Inclusion Committee and its women’s leadership initiative, Women@AALRR. As a result of the firm’s commitment to diversity and inclusion, and its ongoing efforts to support every member of the AALRR team, over a third of its staff are non-Caucasian, and the majority are women.


AALRR is unique among law firms in that we are always trying to innovate and evolve, so when I voiced my desire to add structure to the firm’s organic culture of diversity and inclusion through recruiting, hiring, and retention measures, I was supported from the get-go. ~ Elizabeth Zamora-Mejia, AALRR Partner

PARTNER ELIZABETH ZAMORA-MEJIA Shares Her D&I Views “When a company commits to seeing itself and the world through the lens of diversity, everyone benefits. When a workplace encourages a culture of conformity, voices get left out and that culture can become stagnant. But when they encourage and nurture a multiplicity of perspectives, worldviews, and values, there is so much room for vibrant connections to be made, for innovation to occur, for progress to thrive.”

Diversity Driver “As a woman of color, I can confirm that this culture of inclusion is what has kept me loyal to this firm, while my friends and colleagues at other firms and in other professions may have transitioned several times by this point in their careers. However, while I have been at one firm for my entire professional life, my role here has evolved dramatically. A feeling of belonging kept me here, and as the firm experienced a period of rapid growth over the last two decades— adding over 130 attorneys and opening up four new offices—I became more and more committed to making sure our new hires felt that same level of inclusion. ”AALRR is unique among law firms in that we are always trying to innovate and evolve, so when I voiced my desire to add structure to the firm’s organic

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culture of diversity and inclusion through recruiting, hiring, and retention measures, I was supported from the get-go. In the ten years since, I’ve taken on a more dedicated role as the firm’s diversity driver—a role I am both passionate about and will continue to hold as long as they let me!”

diversity, focusing on topics like the neuroscience of unconscious bias. Firm leadership and those on the diversity committees see things through the lens of diversity—but my goal for the upcoming year is to ensure that everyone at the firm is onboard.” PDJ

The Diversity Lens “The diversity lens is one that comes naturally to me as a woman of color who has always been focused and dedicated on these issues—in that sense, it’s hard for me to see the world through the lens of anything else. It’s impossible to divorce your lived experience from the problems you face in the world—whether those problems occur on the job or outside of work…. Because our leadership and those serving on our diversity committees are so dedicated to diversity and inclusion, we are able to tackle all problems through this lens. I think this is part of what makes our firm special. We never negate the importance of diversity when thinking about how to solve an issue.”

Looking Ahead “As the point-person for both our Diversity and Inclusion Committee and Women@AALRR, my focus for the upcoming year is on education. I’m currently in discussion with our managing partner to commit to instating firm-wide trainings on

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AALRR D&I AWARDS • Law360, 2017, voted the top law firm of its size in the US for minority equity partners and for minority attorneys in general • Chambers & Partners, 2017, designated one of the most inclusive firms in the nation for minority women partners • Associated Builders and Contractors, Inc., 2017 National diversity Excellence Award (third year) • In June 2016, the National Law Journal, 2016, named to the NLJ500, the Journal’s prestigious annual survey of the nation’s largest firms for the third consecutive year • Los Angeles Business Journal’s Top 150 Law Firms List for 2016— number 18 • Law360, named one of the top 50 in the country for female attorneys in 2015 and 2016

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D&I is Everybody’s Job

D

iversity and inclusion is the responsibility of all Dechert employees. However, the formal D&I Strategy program is the prime focus of two full-time professionals: the global director of diversity and inclusion and a D&I specialist. Together, they are responsible for the strategic oversight and implementation of diversity and inclusion initiatives across the entire firm. Dechert’s firm-wide Diversity & Inclusion Committee, comprising 19 members, oversees policies and procedures that support the D&I strategy. The firm’s Asian, Black, Family, Latino, LGBT and Veteran affinity groups, in addition to its Global Women’s Initiative, support the development and retention of diverse attorneys. Each group has several subcommittees and initiatives that include varying numbers of partners, associates and administrators.

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Delivering the Message D&I initiatives at Dechert often involve, or are focused on, employees. Progress is communicated via email, during quarterly meetings hosted by the CEO, and via OnDeck, the firm’s global internal newsletter. In addition, D&I initiatives and the Global Women’s Initiative reside on individual pages within the firm’s internet site, which are updated regularly. Affinity groups and D&I initiatives have dedicated individual pages on the firm’s intranet site. The firm also endeavors to publish an electronic annual review newsletter at least once a year that summarizes D&I activities. Dechert regularly partners with local bar associations and other nonprofit organizations to host diversity and inclusion events at the firm’s offices. The firm also provides sponsorship and support for charitable and nonprofit organizations that celebrate, support, or help advance the rights of women,

people of color, and LGBT individuals. Through sponsorship ads and the use of social media, Dechert continually reaffirms its core values and commitment to diversity and inclusion.

Marking Progress In order to gauge the progress made by D&I initiatives and the success of affinity groups, Dechert periodically surveys different populations within the firm. These surveys are crucial for understanding diversity and inclusion concerns that may arise. The organization closely monitors statistical data to appreciate and understand D&I trends. Dechert also participates in external employee satisfaction surveys, such as The American Lawyer Midlevel Associate Survey. Affinity group chairs make presentations at Diversity & Inclusion Committee meetings and respond to the concerns of group members.


CHAIR, BLACK AFFINITY GROUP VINCENT COHEN Shares His D&I Views Since taking the helm, I have implemented a three-pronged strategy aligned with Dechert’s wider approach to diversity and inclusion. ~ Vincent Cohen, Dechert Partner

Making an Impact “When I took over leadership of Dechert’s Black Affinity Group, on my arrival at the firm in January 2016, I was impressed with the advances the Group had already made. Since taking the helm, I have implemented a three-pronged strategy aligned with Dechert’s wider approach to diversity and inclusion: • Business development–Clients increasingly demand that outside counsel reflect their own approach to diversity. As litigators know, being able to field a diverse legal team in court—particularly in front of juries—gives law firms an edge. • Recruitment–Ensuring that minority lawyers and senior managers are actively involved in recruiting efforts can pay dividends. It sends an important message: At this firm, minorities can and do succeed. • Retention–Dechert’s Black Affinity Group pairs diverse junior lawyers with senior mentors. Monthly ‘call-in’ lunch meetings encourage candor. The Group also organizes events that bring members together with diversity-conscious clients and potential clients.”

Success Stories “It was a guest list studded with high-profile clients that made the Black Affinity Group’s private screening of Theodore Melfi’s film Hidden Figures a high point of the year. It was incredible to receive such

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strong third-party validation and support. The film, which recounts the stories of African-American women who were vital to NASA’s early space program, was discussed by guests and senior Dechert lawyers. “The year also saw two affinity group members attend “Charting your Own Course,” a four-day conference, focusing on how to cultivate a professional support network and develop strategies for success in the corporate environment. “At the Black Affinity Group’s request, Dechert once again sponsored the D.C. Road Show, an annual reception aimed at encouraging African-American law students to practice law in large D.C. firms.”

What’s Coming in 2018? “Building visibility for the Black Affinity Group is one of my chief aims. Over the past year, I have been a keynote speaker and panelist on diversity-related issues. I addressed a reunion for Black alumni at Syracuse University, my alma mater, dissected the state of policing in Black America at the Washington Bar Association, and traveled to London, Hong Kong, and Toronto to address audiences of heavyweight clients. “A second major objective is finding ways to foster greater collaboration between Dechert’s various affinity groups. Inspired by the LGBT Affinity Group’s Allies Program, … I am developing strategies to broaden the support and interconnectivity of all the firm’s affinity groups.” PDJ

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DECHERT D&I AWARDS • Work Life Matters magazine, Top Company for LGBT Equality for 2017 • Human Rights Campaign, Corporate Equality Index, perfect scores (five consecutive years) • Chambers USA, Women in Law Awards 2017, finalist, Pioneering Pro Bono Program of the Year for a suite of services focused on gender, LGBT and human trafficking • National LGBT Bar Association, Best LGBT Lawyers Under 40 for 2017 • Profiles in Diversity Journal, Women Worth Watching® 2017, global finance partner Laura Swihart • Chambers Diversity Awards: USA 2016, pro bono program finalist; international litigator Dennis Hranitzky finalist, LGBT Lawyer of the Year • Euromoney LMG, Americas Women in Business Law Awards 2016, Best International Firm for Pro Bono Work • The Lawyer, Business Leadership Awards 2016, LGBT Allies Program, finalist, Best Diversity Initiative • Profiles in Diversity Journal, Diversity Leader Award 2016, LGBT Allies Program and other successes achieved by its LGBT affinity group. • Profiles in Diversity Journal, Women Worth Watching 2016, white collar and securities litigation partner Cathy Botticelli • Profiles in Diversity Journal, International Innovation Award 2016, honorary mention, Diverse Junior Associate Boot Camp

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On a Diversity Mission

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he Office of Diversity & Inclusion’s mission is to ensure a workforce that is diverse and an organization that is inclusive, respectful, fair, and equitable for all in a way that workforce diversity is holistically representative of the communities served and inclusion is demonstrated in the compliance, policies, practices, and culture of the organization. In this way, all employees feel valued, respected, and safe to be their authentic selves, enabling them to maximize their contributions to business goals.

Employee Resource Groups Although employee resource groups (ERGs) are generally made up of employees who join together based on shared characteristics or life experiences, any employee is welcome to join any ERG. All of the ERGs have been empowered to align themselves in support of the company’s strategy, while using participation in groups to network, increase career opportunities, and enhance professional development.

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The groups also act as business resources for the company. Each group is championed by a senior executive leader and all are championed by the CEO. The Office of Inclusion sponsors these nine Employee Resource Groups: 1. African American 2. Nuestras Unidas Voces (Latino/Hispanic) 3. Veterans 4. Asian 5. Open Door Alliance 6. We Are One 7. Lifetime PRIDE (LGBTQ) 8. Vegetarian 9. Women & Empowerment

Telling the Story Excellus BCBS relies on three key communication channels to deliver significant diversity and inclusion news to employees—email, employee newsletter, and web-based employee blogs. The company also leverages the

executive and senior leadership team’s high level of engagement, which includes being public champions for diversity and inclusion. In addition, the diversity director and Office of Diversity & Inclusion staff, deliver strategic presentations and specialized workshops or facilitated discussions to all levels within the organization, in an effort to evolve the culture, advance the intellect, and increase accountability for diversity and inclusion. Excellus BCBS endeavors to be an employer of choice by placing value on workforce diversity, creative thinking, work-life balance, and employee development, and by offering competitive compensation and benefits. The company promotes its culture, and local and national workplace recognition, through participation in recruitment events, colleges, universities, and community organization sponsorships. Also very active in community service and civic engagement, Excellus BCBS supports organizations that work to improve quality of life in areas such as health, education, and social equity.


D&I helps us to attract and retain the best talent, have the best ideas, and better relate to our customers. ~ Joseph Searles, Excellus BCBS Corporate Director, D&I

CORPORATE DIRECTOR OF DIVERSITY & WORKFORCE INCLUSION JOSEPH SEARLES Shares His D&I Views “Diversity and inclusion are important priorities because we want our employees to be their whole selves at work, so that they perform at their best levels and succeed in their careers. “Diversity and inclusion are important also for our business to remain relevant by fostering innovation and creativity to better meet business goals. D&I helps us to attract and retain the best talent, have the best ideas, and better relate to our customers.”

Inspiring Change “We encourage all employees to get to know others ‘beyond the visible’—to look beyond the obvious. We encourage every employee to facilitate conversations that support safety and authenticity, and that are respectful and inquisitive. Employees who feel a safe to be their authentic selves are more likely to maximize their contributions to business goals. “Since our core D&I educational program, Look Beyond the Obvious, was introduced in 2015, all company leaders have attended workshops. The half-day instructor-led class teaches employees what it means to be authentic at work; provides clarity around diversity, bias, and reducing impact; provides clarity around inclusion and ways to model it; and helps employees see the dangers of group think.”

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An Evolving Role

Our Next Move

“In years past, the diversity director’s role was about building a business case for launching diversity and inclusion efforts. Now there is no shortage of data and research illuminating inequities among cultures. Organizations have also recognized that diversity and inclusion breeds innovation, greater employee engagement, and an enhanced reputation, which all contribute to achieving better business results. “Going forward, we will take a deeper dive into developing diversity education that reveals more about unconscious bias and how to avoid personal bias in decision-making.”

“In 2018, Excellus BCBS will expand recruitment outreach to attract the best, brightest, and most diverse applicant pools and increase diversity at all levels of the organization. We will also mentor, coach, endorse, and advocate for employees. And finally, we will implement new diversity education workshop modules.” PDJ

Record of Success “In 2017, we engaged the CEO and executive leadership more fully; conducted monthly one-on-one meetings with executive leaders; established the Corporate Inclusion Steering Committee; introduced a diversity scorecard that reports progress and illuminates opportunity; and set a quarterly schedule for senior leadership updates. We also trained company leaders to recognize and avoid hiring bias; increased the number of interns hired from underrepresented groups; and leveraged ERGs to increase cultural competence.”

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EXCELLUS BCBS D&I AWARDS • Human Rights Campaign, Corporate Equality Index “Best Place to Work” for LGBT employees, 2018 • Human Rights Campaign, Corporate Equality Index “Best Place to Work” for LGBT employees, 2017 • LGBTQ PRIDE Parade (Syracuse, NY), Best of Theme Award, Open Door Alliance Employee Resource Group, 2017 • IBERO, Community Service Award, 2016 • Profiles in Diversity Journal, Diversity Leader Award, 2016 • Human Rights Campaign’s Corporate Equality Index “Best Place to Work” for LGBT employees, 2016

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Making Diversity Central to Success

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iversity and inclusion tie directly into organizational goals at First Horizon. Specific D&I goals are included as part of the leadership goals of every member of the executive management team. Along with its affinity strategy, the organization has developed and employs a tactical strategy for D&I.

company’s diversity and inclusion initiatives to be discussed. The company’s intranet site provides resources that help employees further their knowledge and understanding of First Horizon’s commitment to diversity and inclusion.

Sharing the Vision

First Horizon’s diversity and inclusion values are communicated externally, formally and informally. Formal avenues of communication consist of messages in the annual report and on the corporate website. Informal communication avenues include community outreach efforts and marketplace strategies that focus on women, multicultural individuals, and young professionals. Additionally, firms in First Horizon’s regional markets are hired to assist with external communications.

First Horizon employees receive weekly newsletters containing company news and, each quarter, an update on the company’s D&I progress is reported. In videos, company leaders and employees, discuss what D&I means to them and how they practice diversity and inclusion at work and in the community. Employees can “Lunch with a Leader” to discuss diversity and inclusion in a small-group setting. Internal group meetings and presentations are also an opportunity for the

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Spreading the D&I News

Sponsorship is provided to various community organizations that focus on diversity and inclusion. The company has engaged local, minority-owned PR firms to help raise visibility and promote D&I initiatives externally in all of the bank’s regional markets. First Horizon leaders also participate as speakers at various national conferences and meet with peers within and outside the industry to share best practices.

The Engagement Yardstick Engagement is measured through our Employee Value Survey, based on the number of favorable responses to the total number of questions. Engagement for 2016 was 82 percent and, while the survey is still being conducted for 2017, engagement currently stands 84 percent.


Diverse leaders help us reach broader candidate circles and attract more diverse talent. Sharing our successes also helps generate enthusiasm and cultivate new ideas that lead to innovation, making D&I contagious. ~ Lynne Walker, EVP and Director of Affinity Strategy, First Horizon National Corp.

EVP AND DIRECTOR OF AFFINITY STRATEGY LYNNE WALKER Shares Her D&I Views “Our philosophy centers around a simple equation: Diversity + Affinity = Inclusion. Through this equation, the goal is to advance and support bank-wide strategies, tactics, and goals to ensure workforce, workplace, and marketplace recognition as best in class for diversity and inclusion.”

The D&I Effect “The opportunities that exist for the greatest impact consist of running D&I like any business strategy, with the support of data, insights, strategy reviews, and accountabilities to help leaders become engaged and committed…. Diverse leaders help us reach broader candidate circles and attract more diverse talent. Sharing our successes also helps generate enthusiasm and cultivate new ideas that lead to innovation, making D&I contagious.”

Evolving the Role “Previously, D&I efforts at First Horizon were divided among several people. In 2015, a new position was created to lead our D&I strategy. The director of affinity strategy, who reports directly to the bank president, is responsible for developing and overseeing a 360-degree D&I strategy for talent, customers, vendors, and community. Reporting to the president

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is a key differentiator that helps to ensure we stay focused on diversifying staff, customer base, and market investments.”

Recent D&I Wins “In 2016, during staffing map discussions and conversations with customers, a diversity gap was identified in some customer-facing positions. We implemented strategic hiring, which led to an increase in the number of diverse employees hired or promoted—from 36 percent in 2014 to 43 percent in 2017. “As part of our vendor strategy, we have focused on working with minority, women-owned and disadvantaged businesses. In fact, in the past three years, our vendor diversity has increased from 7.18 percent in 2013 to 13.54 percent in 2016. “Our strategic hire initiative has helped diversify our lines of business— something customers and employees have said they’d like to see more of. This initiative has led to the strategic hiring of 10 diverse candidates for front-line roles.”

Expansion Plan for 2018 “Building on the work of the past two years, the focus for 2018 is to expand initiatives that are yielding the best results. Expansion will consist of the use of data and insights in our staffing maps,

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connecting middle management and their teams with the strategy, and expanding customer and vendor initiatives. The objectives of 2018 will strengthen the foundation that has already been laid and prepare us for sustainability in 2019.” PDJ

FIRST HORIZON D&I AWARDS • American Banker, Best Bank to Work For, 2013–2017 • Working Mother magazine, 100 Best Companies for Working Mothers, 1995–2017 • National Association for Female Executives, Top 50 Companies for Executive Women, 2012–2017 • Fortune, Best Workplaces for Women, 2017 • Profiles in Diversity Journal, International Diversity Innovation Award–Top 10, 2017 • Profiles in Diversity Journal, Diversity Leader Award, 2016 • Working Mother magazine, Best Companies for Multicultural Women, 2017 • Human Rights Campaign Foundation, Top LGBT-Inclusive Business, 2017 • Financial Services Roundtable, Community Service Leadership Award, 2017

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The Case for Diversity

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ish & Richardson has been serving the world’s most innovative and influential technology leaders for 140 years. As the go-to firm for the world’s great visionaries, from Thomas Edison and the Wright Brothers to today’s high-tech and life sciences leaders, Fish knows that creativity and innovation almost inevitably are the result of seeing the world from multiple different perspectives. Having a diverse team enhances the quality of legal services Fish provides to clients, sustains the firm’s standing as a premier IP law firm, and strengthens the fabric and culture of the firm.

and is designed to help Fish attract, retain, and advance a diverse legal staff. The important work of diversity is not limited to the Diversity Committee or diversity workgroups. Many of the firm’s committees, subcommittees, affinity groups, the women’s initiative, and other departments are also involved in furthering the firm’s diversity initiatives and programs. A year ago, Fish hired its first chief professional development officer to support and lead all diversity and inclusion efforts—a role elevated to chief level to communicate how important diversity is to the firm’s strategic plan.

Putting D&I Front and Center

Keeping Current

Fish has made a long-term commitment to building and sustaining a diverse and inclusive workforce. The firm has had a formal diversity initiative in place for more than 10 years. The initiative links together a variety of programs that support recruitment, retention, professional development, and outreach,

Firm leadership communicates the importance of diversity through its actions: management has appointed an equity principal (i.e., partner) to lead the firm’s diversity initiative, along with a full-time manager of diversity; the firm’s president serves as an active member of the firm-wide Diversity Committee;

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and resources have been committed to increasing diversity in the firm and in the legal profession. Fish communicates the status of its diversity initiatives and keeps firm members abreast of current diversity initiatives, accomplishments, and opportunities for involvement in a number of ways: firm-wide videoconferences; firm-wide emails from the diversity chairperson and the president; a diversity newsletter; affinity group outreach; the intranet; retreats; in-office diversity events; and diversity and inclusion training.

Getting the Word Out Fish promotes its diversity and inclusion efforts to clients and other members of the public through its website, social media, and various events that firm members attend and sponsorships to which the firm contributes. One of Fish’s most important external diversity and inclusion promotional pieces is the strategic plan infographic, which highlights areas of focus.


The firm also has a history of tremendous community engagement. So our opportunities do not lie in low-hanging fruit because that work has been done. Our focus is now on systemic and organizational change. ~ Kristine McKinney, Fish & Richardson CPDO

CPDO KRISTINE MCKINNEY Shares Her D&I Views “Fish has built a phenomenal D&I program that supports recruiting, retention, and advancement of individuals from all backgrounds. The firm also has a history of tremendous community engagement. So our opportunities do not lie in low-hanging fruit because that work has been done. Our focus is now on systemic and organizational change.”

New Strategy, New Role “In 2017, Fish launched an entirely new D&I strategic plan. This came as a result of the need to more clearly articulate our D&I goals and further embed D&I into all of our talent management processes. It also served to elevate the D&I conversation, so it is regularly addressed at the highest level of our firm. Each goal in our strategic plan has specific key performance indicators that provide measurement and accountability to ensure change is happening. The addition of my role as a C-level executive, a key part of the new plan, reflects the strategic importance of this work.”

A New Focus on D&I “In 2017, the focus of the firm’s annual partners' retreat was D&I. There was a highly engaging session on unconscious bias and the steps we must take to reduce its effects; a table-workshop during which

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partners identified D&I challenges and opportunities; and firm leadership delivered messages about the strategic importance of D&I. While D&I had always been woven into the annual meeting, this was the first time it was the focus of an entire day. This new approach signaled our institutional commitment to embedding D&I throughout the firm. Since the meeting, we have continued to see increased involvement and discussion regarding D&I at all levels of the firm.”

Fish’s D&I Goals for 2018 “Our D&I strategic plan has set these six important and ambitious goals for 2018: 1. We will educate and engage everyone in our firm on diversity & inclusion. 2. We will embed diversity and inclusion into all career development processes and procedures for the firm. 3. We will increase the representation of individuals from diverse backgrounds in our firm. 4. We will increase the percentage of individuals from diverse backgrounds in positions of leadership. 5. We will increase the percentage of individuals from diverse backgrounds in positions of responsibility with firm clients.

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6. We will be recognized as an industry leader in diversity and inclusion.” PDJ

FISH & RICHARDSON D&I AWARDS • Law360, 20 Best Law Firms for Minority Attorneys, 2017 (one of only five firms in the 300–599 lawyers category) • Law360, Top 50 Best Law Firms for Minority Attorneys, 2016 • The American Lawyer Diversity Scorecard, top 15 percent of law firms for diversity, 2016 • The American Lawyer Diversity Scorecard, top 20 percent of law firms for diversity, 2015 • The Human Rights Campaign Corporate Equality Index, Best Place to Work for LGBT Equality, 2017 & 2016. • Vault, Inc., Best Law Firms for Diversity: Top 25 for Minorities, Top 25 for Individuals with Disabilities, Top 25 for Military Veterans, 2016 • Leadership Council on Legal Diversity, Top Performer, 2016 • Immigration Equality, Shine Awards, Leading the Light Award, pro bono manager Katie Niejadlik, 2017 • Central Texas Covington Pro Bono Service Award, 2017

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A Company with D&I at its Heart

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mbracing diversity and inclusion has been an essential component in the way GCG has conducted business for the past 33 years. In 2014, Shandy Garr was appointed to the company’s newly created position of vice president of diversity and inclusion. Garr creates company-wide diversity and inclusion programs that focus on the importance of sensitivity, cultural awareness, mentorship, and community involvement to promote a workplace environment in which every individual’s unique strengths and abilities are developed and valued.

Keeping the Team Informed Regular updates regarding initiatives, programs, and opportunities are communicated via direct, companywide email communications; intranet postings; CEO and leadership town hall meetings for all employees; and physical message boards at each office location.

Embracing diversity and inclusion has been an essential component in the way GCG has conducted business for the past 33 years.

GCG’s Vision To be an innovative global market leader committed to providing essential client business solutions, utilizing our highly engaged workforce and intelligent technologies.

GCG’s Values • Quality–Produce very good work consistently • Innovation–Provide intuitive and intelligent solutions to ever-changing business needs

Speaking Out

• Enthusiasm–Approach all business deliverables with an excitement to identify and execute solutions

GCG communicates the following company vision and values to clients, prospective clients, job seekers, and the public:

• Integrity–Always do the right thing and strive to arrive at the wisest decision within ethical, legal, and practical boundaries

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• Inclusiveness–Promote diverse thoughts, ideas, opinions, and cultures throughout our organization and our markets • Community–Contribute positively to our communities and our environment • Personal Touch–Strive to enhance the GCG experience for our employees, clients, and claimants.

The Metrics of Success Today, women comprise 50 percent of GCG’s executive and leadership teams, including in the roles of chief information officer, SVP of operations, and SVP of communications. Employee engagement across the company is measured using bi-annual employee engagement surveys and by conducting stay and exit interviews.


A key D&I objective for 2018 will be to pursue our vendor diversity goals and objectives. This will enable us to evaluate opportunities for GCG to formally enter into meaningful supplier diversity partnerships. ~ Shandarese Garr, GCG SVP, Communications

SVP, COMMUNICATIONS SHANDARESE GARR Shares Her D&I Views “Malcolm Forbes said, ‘Diversity: the art of thinking independently together.’ This quote really speaks to my philosophy that dedicating ourselves to raising awareness and educating our employees regarding diversity and inclusion, while embracing the differences among our employees, clients, and communities, drives innovation, creativity, and business growth.”

A Two-Pronged Approach “The opportunity for greatest impact within our organization is two-fold. First and foremost, our D&I program gives employees a voice and ensures that they know their opinions, their dedication to the success of our organization, and their motivation to do great work are valued. “Second, GCG’s D&I program continues to lead the industry in caliber and reach. As the trendsetter in our industry, we have a big opportunity to leverage our knowledge and start partnering with our clients on new D&I initiatives that will benefit our industry and the communities we serve.”

How My Role Has Changed “My role has changed significantly

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over the past five years. When I first took responsibility for formalizing our D&I program, my focus seemed to be on the various populations of employees within our different office locations. Much of my experience was informed by the time I had spent in those locations, and my knowledge of the differences in each particular office culture. But in recent years, I have focused on the strength our organization can find from operating as ‘One GCG’—regardless of geographic location.”

Mentoring for Success “In 2017, I formalized GCG’s mentoring efforts via a mentoring circles program, in which employees from across the company progress together via a series of group mentoring sessions with a member of senior leadership. Each team is provided guidelines and best practices for roll-out, milestones, and program wrap up. Mentors and mentees also receive resources to help them maximize their program experience and contribute to the group. “Upon conclusion of the program, we look at several factors to gauge impact, including each mentee’s

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familiarity with GCG’s mission and values, his or her demonstrated use of new skills, and in some cases, a group commitment to improving a specific organizational process. On a company level, we measure success by tracking changes in mentees’ knowledge, behaviors, and beliefs. Most important, we have seen that mentees are more confident about becoming mentors.”

Looking Ahead to Next Year “A key D&I objective for 2018 will be to pursue our vendor diversity goals and objectives. This will enable us to evaluate opportunities for GCG to formally enter into meaningful supplier diversity partnerships.” PDJ

GCG D&I AWARDS • Stevie Awards, Female Executive of the Year–Business Services (11 to 2,500 employees), 2017 • Profiles in Diversity Journal, Women Worth Watching, three consecutive years of winners: 2015, 2016, 2017

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Weaving D&I Into the Fabric of HP

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P’s diversity and inclusion goal is to connect all HP employees worldwide to internal communities that help them contribute, learn, and thrive, and that each and every HP employee should play a role in weaving diversity and inclusion into the fabric of the company.

activities in 2016 and 2017, including International Women’s Week, Black History Month, Pride Month, National Disability Awareness Month, Hispanic/Latino Heritage Month, and Native American Heritage Month, to name a few of the company’s larger initiatives.

The Impact of Impact Networks Tracking Engagement Formerly known as employee resource groups, these groups have been recently rebranded by HP as business impact networks. These employee groups span the globe and represent nine constituencies: Black/AfricanAmerican, Disability, Generations, Hispanic/Latino, LGBTQA, Multicultural, Pan-Asian, Veterans, and Women. Business Impact Networks contribute to diversity recruiting, STEM pipeline building, veteran and women’s mentoring, providing diverse insights into marketing and product plans, and delivering presentations in Spanish and Portuguese to customers and partners at HP’s briefing centers. Impact Networks have also played a key part in ongoing employee awareness and engagement, supporting diversity

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HP takes a very structured approach to measuring, tracking, and improving employee engagement. On an annual basis, the company completes a company-wide survey that gives employees across the globe an opportunity to provide feedback. That input is used to measure engagement levels and identify areas for improvement. HP also benchmarks its results against those of other companies in the IT industry and multinationals. In addition to structured measurement, the company includes monthly “Quick Click” polling on hot topics and scans internal blogs and public comments from our workforce to identify in real time any concerns, trends, and reactions to ongoing programs, as well as initiatives that may need attention.

D&I News and Notes HP maintains an active internal communications calendar and leverages diversity events and holidays for the purposes of education and celebration. Ongoing updates are provided on internal websites and social media/ conversation sites. Diversity-related communications and training are shared with employees through company emails delivered by the executive staff. Each month, leader newsletters include diversity and inclusion news for their employees. Leaders also communicate the D&I strategies, objectives, and tactics they are driving. In addition, HP’s social channels and blogs receive ongoing news posts from leadership and employees at all levels.

Spreading HP’s D&I Message HP provides regular D&I news and messaging on its website (hp.com/ diversity), and in its annual sustainability report. In addition, company leaders communicate with the public via their blogs, participation in industry events and panels, speaking engagements, and ongoing public relations activities.


By celebrating our differences, we bring unique experiences and perspectives to bear on our capabilities and expertise. This helps us deliver products and services that work for everyone, everywhere. ~ Lesley Slaton Brown, HP CDO

HP D&I AWARDS • Working Mother magazine, 100 Best Companies (27th consecutive year), 2017

CDO LESLEY SLATON BROWN Shares Her D&I Views “At HP, we embed diversity and inclusion in all we do. It’s both how we operate and a mindset. We all play a role, we are all accountable. Disrupt systems and processes to eradicate bias. We are driving a ‘BIG’ strategy, where our employees Belong, Innovate, and Grow. “The diversity of our workforce reflects the diversity of our customers and partners. By celebrating our differences, we bring unique experiences and perspectives to bear on our capabilities and expertise. This helps us deliver products and services that work for everyone, everywhere. “Our focus now… Reinventing the Standard for Diversity!”

The CDO Role at HP “When HP Inc. formed as a new and independent Fortune 100 company in 2015, we made a concerted effort to build this company with diversity and inclusion at its core, starting with establishing a new board of directors to guide us. We’re proud that HP’s board has been recognized as the most diverse board of directors of any U.S. tech company, and this leadership continues to push our company to approach diversity and inclusion in a new direction. “As chief diversity officer at HP, my focus has been to elevate the D&I conversation, embed diversity and WINTER 2018

inclusion in all we do, and gain support and advocacy from our company leaders. I’m also working to educate all HP team members regarding the bottom-line business impacts and benefits of D&I, align D&I to support our business strategy, and disrupt and eradicate systemic bias.”

A New Journey “In 2017, HP launched a campaign with a drive to increase our underrepresented populations. We call this new journey ‘Reinvent Mindsets’ because we want to make it clear that, just as our business reinvents how our customers live, work, and play, we are also reinventing how we think about diversity and inclusion. Reinvent Mindsets comprises ongoing internal training, new measurement tools and other efforts, but focuses on two areas we think haven’t gotten the attention they deserve.”

Setting the Standard “As we approach 2018, our objectives are to expand our reach, increase accountability, and move from awareness to action. We will focus on executing with excellence, applying a growth mindset, continuing to push boundaries, and innovating. We will also continue to be the company that reinvents the standard of diversity in our industry and beyond.” PDJ diversityjournal.com

• Disability Equality Index, score–100%, 2017 • Anita Borg Institute, Top Company Change Alliance for Women Technologists, 2017 • Latino Leaders, a Best Company for Latinos in Tech, 2017 • Omnikal, #23 Top Corporation for Inclusive Majority, 2017 • Blendoor, #1 for Tech Company Diversity, 2017 • Hispanicize, #2 in Latino Diversity Rankings for Silicon Valley Companies, 2017 • Working Mother Mexico, Top 5 Best companies for Women, 2017 • Racing Toward Diversity magazine, Top 25 Diversity & Inclusion Leaders (for a public company), 2017 • Careers & the disABLED magazine, Top 50 Employer, 2017 • Women Engineers magazine, Top 50 Employer, 2017 • Black EOE Journal, Best of the Best, 2017 • HISPANIC Network Magazine, Best of the Best, 2017 • Professional Woman’s Magazine, Best of the Best, 2017 • DIVERSEability Magazine, Best of the Best, 2017 • U.S. Veterans Magazine, Best of the Best, 2017 • Profiles in Diversity Journal, Top 25 Diversity Leader Award, 2016 • Canada Best Diversity Employer Award • SAVOY magazine, Board of Directors recognition, 2016 • CR Magazine, 100 Best Corporate Citizens, 2016

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Diversity and Inclusion to the Core

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ith the changing demographics in society and evolving customer needs, we must remain intentional in how we attract, retain, and develop talent; creating a more inclusive environment that leverages diversity effectively. At Huntington, we are committed to diversity and inclusion. Diversity in our workplace, community outreach, and in our suppliers/vendors is every colleague’s responsibility. As colleagues, we must model inclusive behaviors, show respect and have an appreciation of differences. Every colleague contributes to the organization with their own collection of talents and a multitude of experiences and dimensions of diversity. By embracing each colleague’s uniqueness, our core value of inclusion comes to life; and our commitment to inclusion is our commitment to you. We want you to feel valued, respected and heard because we know that each of our differences adds value to the organization. Appreciating these rich differences is how we cultivate the best ideas and develop the best innovations for making

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Huntington the best performing regional bank in the nation. – Huntington’s D&I Corporate Policy Statement

D&I at Huntington Huntington’s inclusion strategy serves as the framework that guides and enables D&I to focus on four key areas: • Workforce: Attract, develop, and retain talent from all backgrounds that reflects our communities. • Workplace: Create a culture of inclusion that is welcoming and open to all.

Team, and the Diversity and Inclusion Strategic Council (DISC), the Bank is creating and maintaining a culture of inclusion. The Diversity and Inclusion Strategic Council serves in an advisory role to ensure the alignment of diversity and inclusion initiatives with Huntington’s business goals and corporate values. Strategy, policy, and direction is set by internal stakeholders and executed by the office of Diversity & Inclusion, and is supported at all levels of the organization.

Talking to the Team

• Community: Position Huntington as a Diversity & Inclusion leader and draw on its diverse talent and inclusive culture to win with customers and communities.

Huntington communicates progress, ideas, and initiatives relating to diversity and inclusion to employees across the entire organization through employee newsletters and the Bank’s intranet site.

• Supplier Diversity: Drive economic inclusion in the Bank’s supply chain in the communities served.

Going Public with D&I

Through Huntington’s Board of Directors Community Development Committee, the Executive Leadership

The Bank shares its diversity vision, strategy, policy, successes, and goals with clients, suppliers, and the entire community through its website.


Huntington continues to make progress in hiring and promoting women, ethnic minorities, veterans, and those with disabilities. Business resources groups and inclusion councils bring about positive change within the organization. ~ Marlon Moore, Huntington CD&IO

SVP AND CD&IO MARLON MOORE Shares His D&I Views “At Huntington, we hold tight to the most important thing: people. It’s why we’re in business. It’s how we do business. And that means including everyone— people from every community, with unique talents, bright ideas and different points of view.”

Opportunities for Impact “We know that the demographics and needs of our society are changing like never before. As a company that understands the power of inclusion, we’ve made significant efforts to embrace our colleagues, partners, and of course, the communities in which we live and work. “Huntington continues to make progress in hiring and promoting women, ethnic minorities, veterans, and those with disabilities. Business resources groups and inclusion councils bring about positive change within the organization. “Huntington is working to engage diverse suppliers and expand relationships with minority-, women-,

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LGBT-, disabled-, and veteran-owned business enterprises. As the supplier base becomes more inclusive, the Bank gains a better understanding of the needs of the marketplace. Working together, Huntington and its suppliers can contribute to economic development, job creation, and stronger communities.”

Looking Ahead to 2018 “In the coming year, Huntington will work to improve workforce, workplace, and supplier diversity, as well as community engagement. These efforts will be led and supported by C-Suite leaders who serve on the Bank’s Diversity and Inclusion Strategic Council.” PDJ

D&I Wins in 2017 “This year, Huntington has been successful in increasing workforce diversity in both mid- and senior-level positions. “Ten Huntington business resource groups (BRGs), colleague-driven groups organized around a shared interest or common diversity dimension, support the Bank’s commitment to fostering an inclusive and engaging work environment. Through innovative thinking regarding disability inclusion, military-friendly practices, LGBTfriendly policies, and other initiatives that help support an inclusive culture and serve a diverse workforce, the BRGs have helped shape D&I policy.”

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HUNTINGTON NATIONAL BANK D&I AWARDS • Human Rights Campaign, Best Places to Work for LGBT Equality, 2017 • Human Rights Campaign Foundation Corporate Equality Index, 100%, 2014–2017 • National Organization on Disability, Leading Disability Employer SealTM, 2017 • Disability Equality Index (DEI), a perfect score of 100%, 2017 • Celebration of Soul, Dr. MaLinda P. Sapp Legacy Award, 2016

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Diversity Makes Health Care Extraordinary

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iversity and inclusion are integral to the excellence and success of any institution, but they are especially vital for academic medical centers like Johns Hopkins, where the promise of trust and healing is essential to the delivery of an extraordinary experience for each patient, employee, volunteer, trainee, supplier, and community member. One of the four core values of Johns Hopkins Medicine, D&I is also central to its mission. Hopkins’ six strategic priorities—people, biomedical discovery, patient and family-centered care, education, integration, and performance—incorporate the principles of diversity and inclusion in distinct and discernible ways.

Measuring Engagement Employee engagement is measured every year, using the Gallup Employee Engagement survey. The survey also measures nine diversity-related items. Johns Hopkins has shown steady improvement on both scores

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(measured on a 5-point scale): • Diversity: (2015) 3.84; (2016) 3.96; (2017) 4.0 • Engagement: (2015) 3.88; (2016) 3.95; (2017) 4.0 Johns Hopkins’ annual Faculty Survey tracks perceptions regarding faculty development and professional climate. Departing faculty may complete an online exit survey. Hopkins also initiated an annual faculty composition report in 2016, which is available publically and enumerates progress and faculty demographics. In line with AAMC protocol, graduating medical students complete an online graduation questionnaire (GQ), which is used as a tool to improve the medical-student experience.

Keeping Employees In the Loop Diversity and inclusion initiatives and progress are communicated to the entire Johns Hopkins community annually

through the annual diversity report. Regular updates are provided by the vice president/chief diversity officer regarding immediate-need situations and recognitions. Plasma screen displays highlight upcoming events, holidays, heritage months, and commemorations. Inside Hopkins newsletter is distributed daily. And managers share D&I news at staff meetings.

Delivering D&I News An annual diversity report is sent to external stakeholders across the nation, such as policy makers, state government officials, other academic health centers, professional associations, and community groups. Leadership also regularly attends regional and national conferences to share D&I progress and best practices, sharing their work with colleagues inside and outside academic medicine. In addition, the office of Diversity and Inclusion disseminates information via its own page on the Hopkins Medicine website.


By binding diversity to the business of health care, I ensure that Hopkins is a national and global leader in providing an extraordinary health care experience that is not only the safest, but also highly inclusive and culturally competent. ~ James E Page, Jr., Johns Hopkins VP and CDO

VP AND CDO JAMES E PAGE, JR. Shares His D&I Views “Diversity makes the difference between mediocre research and groundbreaking discoveries that can prolong life and alleviate suffering. Within clinical care, inclusionary practices ensure that we develop critical treatments, discover longawaited cures, and save lives. We also have the responsibility of teaching the next generation of nurses, doctors, scientists, and other health care providers about cultural competency as a critical skill that improves the welfare of patients, lessens health disparities, and creates world-class patient care. “In my industry, if you don’t get diversity and cultural competency right, people die. By binding diversity to the business of health care, I ensure that Hopkins is a national and global leader in providing an extraordinary health care experience that is not only the safest, but also highly inclusive and culturally competent.”

Maximum D&I Impact “There is no industry in which appreciating human diversity is as essential as it is in health care. Linguistic and cultural barriers to care can imperil lives. Increasing culturally responsive communications within hospital units supports the dignity and respect that

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are the pillars of successful medicine. Cultural understanding impacts patients, faculty, and staff. “There are many natural synergies between D&I and medicine, exemplified by Hopkins’ new Center for Transgender Health, which has brought together experts from endocrinology, psychiatry, gynecology, plastic surgery, nursing, and D&I to build a research-based, evidence-supported interdisciplinary program that results in better outcomes and healthier patients.”

Advancing Diversity “The year 2017 was an exciting one for diversity and inclusion at Johns Hopkins Medicine—a year of growth and centralization of D&I efforts system-wide: • Johns Hopkins Center for Transgender Health has served more than 200 patients, with almost 20 undergoing gender affirmation surgeries. • Johns Hopkins’ Community CareA-Van has served approximately 2,000 patients this year in poor, largely Latino, neighborhoods in southeast Baltimore. • Through our Leadership Program, we have substantially increased the number of women and minorities in senior leadership positions.”

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Plans for the Future “In 2018, we will be focused on increasing engagement with patients and staff, and building bridges with those who face the most difficult challenges. We will also be working hard to continue to enhance the capacity and scope of the new Center for Transgender Health. “Finally, we are seeking to improve our efforts to recruit, retain, and promote diverse faculty, particularly in the basic sciences, dovetailing with efforts throughout The Johns Hopkins University.” PDJ

JOHNS HOPKINS D&I AWARDS • Forbes, America’s Best Employers, Johns Hopkins Medicine–#65, Johns Hopkins Hospital–#18 • ERG & Council Conference, Top 25 Employee Resource Groups and Diversity Councils, Johns Hopkins Bayview Medical Center Diversity Council–#8, 2015 • Associated Black Charities, BLocal Business Partnership for Baltimore, recognition, 2016 • Corporation for National & Community Service, recognition, 2015

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Bringing ONE Heart to D&I Every Day

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TAXA’s diversity and inclusion program recently introduced four new core values—Customer First, Courage, Integrity, and ONE Heart, which the company believes will create a culture driven by innovation, inclusion, and trust. Staff members are encouraged to demonstrate the ONE Heart value by embracing diversity and collaborating to achieve corporate goals. Moreover, the D&I team, in collaboration with HR, provides training to ensure that staff members understand and appreciate differences (e.g., different nationalities and generations, people with disabilities, and LGBT). To enhance the cultural value of D&I, KTAXA asks employees to participate in activities, such as sign language classes, Run2gether events, a multiple-nationalities mini-workshop, and a people-with-disabilities awareness workshop.

Sharing D&I with Employees KTAXA employs various communication channels to foster and cultivate the value of diversity and inclusion in the hearts of

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staff members and turn that knowledge into day-to-day behavior. The company provides employees with e-Learning opportunities that help them recognize unconscious bias and appreciate cultural differences. Information regarding diversity and inclusion initiatives and other related news is shared with employees across the company via quarterly KTAXA town hall meetings, KTAXA Connect—a quarterly corporate magazine, emails, quarterly meetings with the People with Disabilities (PWD) employee resource group, and an annual meeting and celebration of PWD line managers and group members, and Facebook.

Reaching Out to the Community Creating an inclusive society by increasing awareness and understanding around diversity and inclusion is KTAXA’s ultimate goal. To that end, KTAXA sponsors events in Thailand that demonstrate the company’s commitment to, and the importance of, D&I. Two important events include

the Run2gether marathon and Miss International Queen. During the Run2gether marathon, disabled runners are paired with able-bodied runners. In 2017, the Ministry of Tourism and Sport of Thailand included Run2gether in the national agenda as part of its Sport for All initiative, in order to promote inclusive sport activities in Thailand. Miss International Queen, the world's largest and most prestigious beauty pageant for transgender women, is held annually in Pattaya City, Thailand. The mission of the event is to raise transgender and LGBT awareness. KTAXA leaders are frequently invited to speak about its D&I programs. For example, The Economist recently invited KTAXA to participate on a panel addressing LGBT inclusion in Hong Kong. Finally, the CEO’s blog, published weekly on the company’s website, includes inspirational stories of successful staff members and agents from diverse backgrounds.


KTAXA has not developed and implemented its D&I Strategy in order to adhere to corporate policy or government regulations, but because it is the right thing to do. Everyone deserves to be treated equally and fairly, and to have the opportunity to succeed in life. ~ David Korunic, Krungthai-AXA CEO

CEO DAVID KORUNIC Shares His D&I Views “When it comes to our people, “KTAXA values uniqueness and diversity, and is proud that our staff members are able to be themselves. We want to bring out the best in our employees, as we firmly believe that great people build great companies.”

D&I’s Challenges and Impact “Along the Diversity and Inclusion journey, the most important challenge has been to educate leadership, management, and staff about the unconscious biases we all have. For example, people may have the unconscious bias toward people with disabilities or LGBT. These beliefs can impact the company’s ability to attract the best job candidates, relate to customers, and ultimately, to be successful as a business. “KTAXA has not developed and implemented its D&I Strategy in order to adhere to corporate policy or government regulations, but because it is the right thing to do. Everyone deserves to be treated equally and fairly, and to have the opportunity to succeed in life.”

D&I Achievements in 2017 “In term of KTAXA’s 2017 D&I successes, there are some we are especially proud of. KTAXA was

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selected from among many major Asian companies (one of two AXA entities chosen), to share LGBT inclusion practices during The Economist’s recent Pride and Prejudice event in Hong Kong. KTAXA also was selected to share its people-with-disabilities best practices at Disability Matters Asia-Pac 2017, held in India and organized by Springboard Consulting. In November 2017, KTAXA was invited by the AXA group to share its LGBT inclusion practices at the head office in Paris. “Diversity and inclusion has become an integral part of the KTAXA culture. Employees at all levels, and across the organization, view their day-to-day activities, and their overall strategies, through a diversity lens.”

Looking Ahead to 2018 “In 2018, KTAXA will focus on the Thai marketplace, and view all parts of the business through a diversity lens, with the aim of creating an impact on Thai society. In order to achieve this, KTAXA will share its D&I best practices and form partnerships with the private sector. For example, KTAXA will host the LGBT business network in Bangkok and use existing resources within the organization to educate the wider community.

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“Near the end of each year, KTAXA holds an annual sharing session with C-suite leaders, where they make key decisions regarding how to integrate D&I into their department strategy for the coming year. KTAXA then allocates resources to ensure that the following year’s strategy can be implemented across the organization.” PDJ

KRUNGTHAI-AXA D&I AWARDS • Disability Matters Award–Workforce (Asia Pacific region), 2017 • Profiles in Diversity Journal, Diversity Leader Award, 2017 • São Paulo State Secretariat for the Rights of the Person with Disability (Brazil), Good Practices for Employees with Disability (presented at U.N. Headquarters, New York, NY), 2016 • Thailand’s Department of Social Development and Welfare, Social Contribution for Disabled People Award, (3rd Year), 2016

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D&I Is Not a Solo Act

“Diversity and inclusion is part of every aspect of how Liberty Mutual Insurance does business. Our strategic framework includes development (capability building), customer and community engagement, talent acquisition, workplace environment, and communication.”

Meet the D&I Team Since its inception in 2013, Liberty’s D&I team has grown year after year, and now comprises 14 full-time professionals working to develop and implement the company’s D&I strategy. The team collaborates closely with Liberty colleagues across the globe—in recruiting, marketing, advertising, and management systems— to provide tools and guidance for over 55,000 employees, and to champion a diverse and inclusive workplace. But even with such a dedicated team in place, no D&I program can succeed without the support and acceptance of all employees. Liberty Mutual

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Insurance is proud of the enthusiasm with which its employees have embraced the company’s D&I efforts. They are the ones who have made the company’s significant D&I progress possible.

Measuring Engagement Employee engagement is critical to a company’s success, as it has been shown that low employee engagement results in lower productivity. To ensure high employee engagement, Liberty Mutual Insurance has developed a framework that focuses on engagement as one of the key components of the workplace environment. Employee opinion surveys include specific D&I questions. Membership, and attendance in Liberty’s six Employee Resource Groups (ERGs), as well participation in the groups’ online communities, is also measured.

Spreading the Word Liberty leverages several communication channels to communicate the company’s

D&I values to clients, vendors, and the public, including the following: • A section of the company’s careers website is dedicated to showcasing D&I work • Facebook ads are designed and posted celebrating many national heritage months • Regular television, print, and online advertising campaigns feature diverse individuals and families • Liberty CEO David Long signed the CEO Action for Diversity & Inclusion™ • Liberty sponsors conferences and events aligned with D&I values, such as the Simmons Leadership Conference (U.S. and International); ASCEND; the Texas and Massachusetts Conferences for Women; Human Rights Campaign Galas in Boston; the National Black MBA Association; and ALPFA


Our foundational message is ‘Diversity is about all of us.’ It’s about all of our differences and similarities: race, gender, sexual orientation, and age, as well as work style, geography, mindset, and so on. ~ Dawn Frazier-Bohnert, Liberty Mutual SVP and CDIO

SVP AND CDIO DAWN FRAZIER-BOHNERT Shares Her D&I Views “‘Assume positive intent.’ It is something that I actively encourage everyone to follow, because sometimes it can be difficult for people to know where to start a conversation. It can be difficult to find the right words. But if we assume positive intent and hold others accountable with constructive feedback, then together we have the power to make our workplace more inclusive and our company stronger.”

Maximizing the D&I Effect “Our foundational message is ‘Diversity is about all of us.’ It’s about all of our differences and similarities: race, gender, sexual orientation, and age, as well as work style, geography, mindset, and so on. Driving inclusion and engagement is now in our core capabilities and tied to how we measure employee performance. D&I is in our talent selection and it’s in our real estate design.”

2017 D&I Accomplishments “This year, the D&I team expanded existing programs and launched several new initiatives. Along with CEO David Long’s committing to advance diverse and inclusive workplaces by signing the CEO Action for Diversity & Inclusion™, Liberty also:

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• Increased participation in Pride Parades

• Expand our ERG/D&I Council infrastructure

• Sponsored the 28th Annual GLAAD Media Awards (U.S. Consumer Markets)

• Build on Inclusion in Action learning and practice

• Sponsored The Partnership’s 30th Anniversary Leadership Summit • Launched the LEADA@Liberty Scholarship for Massachusetts students of African-American descent who enroll in community college with the goal of completing a degree at a state university or University of Massachusetts campus • Held CODE: Debugging the Gender Gap screenings in multiple Liberty offices • Signed the Employer Support of the Guard and Reserve • Launched our Inclusion in Action learning program • Hosted the Men as Allies Summit on December 6, 2017: an all-day summit that brought together 400+ Liberty men and women, and featured renowned speakers and leaders in gender collaboration”

What’s Next for D&I? “In 2018, we are planning to continue D&I content integration in all learning and management curriculum, as well as achieve the following:

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• Expand and tailor programs internationally • Drive programming to strengthen understanding and collaboration regarding gender, generations, and race” PDJ

LIBERTY MUTUAL D&I AWARDS • Great Place to Work® Certification, 2016 and 2017 • 2020 Women on Boards, Gender Diversity list, 2013–2017 • Savoy Magazine, Most Influential Black Corporate Directors, 2016 • Black Enterprise magazine, Chief Diversity Officer list, 2016 • Arnold Rosoff Award for Marketing Inclusion, 2015 • The Boston Business Journal, #2 and #3 charitable contributor in the State of Massachusetts, 2016 and 2017, respectively • Fortune magazine, Best Workplaces for Diversity, 2017 • National Center for Race Amity, Medal of Honor–Dawn Frazier-Bohnert, 2017

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An Unwavering Commitment to D&I

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s research overwhelmingly shows, ensuring diversity and inclusion in hiring, retention, and promotion within a law firm is a business necessity, not simply a matter of the right thing to do. It is a business necessity because diverse teams challenge conventional approaches to resolving problems, encouraging deeper thinking, and promoting creativity; and therefore producing better outcomes. To be successful, however, we must all be committed to diversity and inclusion efforts. Mitchell Silberberg & Knupp LLP strives to have our diversity and inclusion initiatives intricately woven into the fabric of our firm’s strategy for success. We continue to heighten awareness, internally and externally, regarding the importance of diversity to the success of our firm. We continue placing significance on creating visibility around the firm’s diversity and inclusion mission. We are confident that our collective differences result in a strong and progressive firm culture, as well as a healthy bottom line.

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Making D&I a Priority With an unwavering commitment to diversity and inclusion, MSK brings programming to its attorneys and staff on topics such as implicit bias in decision-making, the value of diversity, communication styles, and many others. The firm believes that is the only way to have diversity and inclusion embraced as a way of thinking—not just marketed as a strategic initiative. Breaking down mistrust, stereotyping, biases, and lack of cultural understanding is achieved by an organizational commitment by firm leadership, including MSK’s chairman, vice-chairman, chief marketing officer, and HR director, who serve on the firm’s D&I committee, and the firm’s diverse governing board.

Keeping the Team Informed MSK takes pride in holding recurring meetings to discuss updates on D&I initiatives and programs. Leadership also communicates regularly, via internal newsletters and other forms

of electronic communication, regarding the initiatives being supported by MSK in the area of Diversity & Inclusion, including the announcement of events the firm is supporting or new areas of D&I research.

Reaching Out The firm consistently communicates its D&I values through a variety of channels, including maintaining an up-to-date page (http://www.msk.com/careers-diversity) on MSK's website that presents the firm’s values and provides statistics regarding its D&I activities. In addition, informational sheets and statistics are displayed and provided at every recruiting event. Information about our D&I efforts is included in pitches for new business, so that perspective clients understand the importance of D&I at MSK. And Fortune 1000 clients regularly ask MSK representatives to provide the firm’s D&I statistics, which are always met with pleasant satisfaction because they exceed industry averages.


Gregory Olaniran, MSK Partner and Co-Chair, MSK's Diversity & Inclusion Committee

Kevin Friedmann, MSK Partner and Co-Chair, MSK's Diversity & Inclusion Committee

CO-CHAIRS, MITCHELL SILBERBERG & KNUPP’S D&I COMMITTEE, GREGORY OLANIRAN AND KEVIN FRIEDMANN Share Their D&I Views “Earlier this year, when Heather Heyer was killed in Charlottesville, Virginia, MSK quickly mobilized to work with the Miller Law Group, where she had been employed as a paralegal. We supported the formation of the Heather Heyer Foundation, donated money, and helped promote a campaign within the legal industry to drive donations. When we announced these efforts internally, we were met with an outpouring of pride from employees, including many who said, ‘I’ve never been more proud to work at this firm than I am now.’”

Impact and Challenges “Despite our historical commitment to D&I, MSK is still faced with challenges, primarily in the promotion of women and establishing a reputation for diversity on law school campuses. We are working to create an atmosphere more conducive to building career and family at the same time, including making changes to our maternity-leave policy. We are working to share our story and our commitment to diversity via social media.”

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2017 Successes “A large number of our attorneys, and Diversity & Inclusion Committee members, have taken on leadership roles in outside organizations. We participate in the Managing Partners’ Roundtable and Diversity Directors’ Roundtable, and support the California Minority Counsel Program’s educational, business development, and networking activities. MSK also sponsored the Black Entertainment and Sports Lawyers Association’s Midyear Conference in Los Angeles. We are proud of the role we played in the aftermath of the tragedy in Charlottesville, Virginia, and how it renewed our commitment to fighting hatred and bigotry.”

attorneys and staff feel welcomed, valued, and energized about the contributions they make and the opportunities they have to further their careers. “We will also look to our affinity networks and initiatives, such as our Gay Straight Alliance (MSK Out) and Women’s Initiatives, to recruit attorneys from diverse backgrounds. The firm wants to help forge and facilitate relationship-building among our attorneys with shared interests and backgrounds, and provide a forum for professional and leadership development.” PDJ

MITCHELL SILBERBERG & KNUPP D&I AWARDS

What’s Ahead for 2018 “The firm has targeted lateral recruiting efforts, as well as targeted diversity recruiting efforts, to find the best attorneys to join our practice groups. In addition, we will work with recruiters that specifically focus on recruiting diverse candidates. MSK will continue to sustain a work environment where all

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• Profiles in Diversity Journal, Diversity Leader Award, 2016 • Law360, 100 Best Firms For Minority Attorneys • Law360, 100 Best U.S. Firms for Racial Minorities • Law360, 50 Best Firms For Minority Partners

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Embracing and Celebrating Differences

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ew American Funding is a family. Through the company’s diversity and inclusion initiative, differences are valued, embraced, and recognized as positive elements that make New American Funding stronger. Leadership not only makes a serious effort to increase diversity among employees, but also to wholeheartedly celebrate differences and make sure diverse voices contribute to the firm’s ongoing efforts.

Diversity and Inclusion at Work New American Funding encourages employees to wear differences like age, color, disability, ethnicity, family or marital status, gender identity or expression, language, national origin, physical and mental ability, political affiliation, race, religion, sexual orientation, socio-economic status, veteran status, and other characteristics that make our employees unique, with pride.

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In 2013, New American Funding formed the Latino Focus Committee. This in-house group develops services that enhance the quality of the lending experience among Hispanic consumers and aims to enrich the Hispanic community through homeownership. The Committee also hosts educational events and workshops for professionals in the real estate industry.

Internal Dialogue The company created a program called “If You Want to Grow We Want to Know” to support career advancement, and launched a program this year called NAFOVATOR, which invites employees to submit thoughts and ideas regarding changes, innovations, and completely new concepts. NAF360 is a corporate culture that supports the company’s goal of having happy employees who enjoy coming to work every day. NAF360 was designed to ensure that employees feel balanced and valued in their work life, and that

they are treated with “360 degrees of respect.” Approximately once a month, the company hosts get-togethers to celebrate cultural events.

Telling the Story New American Funding features employees on social media, giving them an opportunity to share their career experiences. Also, once a month, the company recognizes millennials in the mortgage industry. In 2016, New American Funding launched the New American Dream initiative, which seeks to raise awareness and increase homeownership in African-American communities by building consumer confidence fueled by home buying education and accessibility to relevant home loans. The program helps families realize that owning a home is a feasible goal and the New American Dream committee identifies and removes roadblocks that prevent these consumers from achieving homeownership.


D&I’s opportunity for greatest impact within the organization is in attracting and onboarding a diverse workforce, then incorporating their innovations into the way we do business. Having a well-rounded workforce equips us to properly serve a variety of markets. ~ Patty Arvielo, New American President

PRESIDENT PATTY ARVIELO Shares Her D&I Views “We can fill a boardroom with a mosaic of diversity, but unless we have inclusion, that mosaic will be good for appearance only. “With the prevalence of social-media consumption, especially among Latinos, serving this market and developing a personal brand online has taken on new importance. Forging ahead in terms of how to use today’s relationship-building tools, as well as operational tech tools like mobile apps, has become a stronger focus over the past few years.”

The D&I Effect “D&I’s opportunity for greatest impact within the organization is in attracting and onboarding a diverse workforce, then incorporating their innovations into the way we do business. Having a well-rounded workforce equips us to properly serve a variety of markets.”

Achievements in 2017 “Our successes for advancing D&I are evident in the company’s workforce composition, and the implementation of NAFOVATOR, a program, which invites all New American Funding employees to contribute ideas directly to me for consideration and possible implementation. In less than two months, we have received 36 employee submissions. “We are also pleased to report that, in 2017, 58 percent of New American Funding employees are women, 43 percent are minorities, and 34 percent are millennials.”

Our Goals for 2018

“Our objective for 2018 for the advancement of diversity and inclusion is to continue on the trajectory we established this year. We will continue to work toward greater diversity in My Evolving Role our workforce and evolve our NAF360 “My role and my goals have changed over program to ensure that employees feel the past five years. I have learned to adapt valued at work and balanced in life, to the increasingly digital way loans are and are treated with 360 degrees of done, and to being a mentor for others respect. We will also continue our learning the new technology. As president New American Dream program, of New American Funding, and an active through which we identify and participant in the advancement of the remove roadblocks that may prevent housing industry, my focus is on finding members of our communities from solutions as new challenges arise—in achieving homeownership.” PDJ the community or in the company.”

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NEW AMERICAN FUNDING D&I AWARDS • Mortgage Executive Magazine, 50 Best Companies to Work For, 2015–2017 • National Mortgage Professional Magazine, Top Mortgage Employers, 2016–2017 • Hispanic Lifestyle, Survived and Thrived Business Listing, 2016 • American Business AwardsSM (Stevies), Minority-Owned Business of the Year, 2016–2017 • Mortgage Women Magazine, 50 Best Companies for Professional Mortgage Women, 2016 • Best in Biz Awards: Best Place to Work–Large (1,000+ employees), 2016 • Fortune, 100 Best Workplaces for Millennials, 2017 • Fortune, 100 Best Workplaces for Women, 2017 • Fortune, 50 Best Workplaces for Diversity, 2015 • Profiles in Diversity Journal Women Worth Watching, 2017 • Orange County Business Journal, a Top Minority-Owned Business, 2015–2017

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D&I Is Everybody’s Business

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t New York Life, diversity drives business strategies and results, and the success of the company’s mission—to provide financial security and peace of mind for all our policy owners—depends on it. The company has steadfastly refused to ask agents and employees to conform themselves to a single way of doing business. Instead, everyone is expected to bring his or her own cultural and intellectual perspectives to the table. This gives New York Life a broader perspective, but more important, it makes the company a more responsive organization, able to innovate and adapt to changing needs.

The ODI Drives D&I The Office of Diversity and Inclusion (ODI) exemplifies New York Life’s commitment to encouraging, creating, and maintaining a truly inclusive work environment. Formally established in 2006 to promote equal employment opportunity and workforce diversity,

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strengthen diverse procurement practices, and engage in community outreach, ODI also works to support and evolve a culture that actively welcomes and respects different backgrounds and points of view for the benefit of New York Life and its employees. ODI sets strategy and works closely with the company’s Executive Management Committee, department heads, and ERG leadership teams to drive results.

Finding and Keeping Talent Attracting and retaining the best and the brightest people, from all backgrounds and experiences, are top priorities for New York Life. ODI collaborates with the Talent Acquisition and Talent Management teams to build an accomplished workforce, and the company partners with a number of external organizations to bring fresh perspectives on diversity and inclusion to our employees.

ERGs Foster Inclusion New York Life’s seven Employee Resources Groups (ERGs) embody the strength and spirit of the corporate culture and help the company foster an environment in which differences and unique perspectives are encouraged and valued. The ERGs provide robust programming that is open to all employees and focuses on four pillars: awareness & advocacy, professional development, community outreach, and recruiting. The seven ERGs are: • African American • Asian • Enable • Latino • NYL Pride • NYL Vets • The Women’s Initiative


A business environment designed to nurture and encourage varying perspectives helps to open minds and leads to innovation, stronger group performance, and improved financials. ~ Andrew Vito, New York Life CVP, Enterprise Technology

CVP, ENTERPRISE TECHNOLOGY ANDREW VITO Shares His D&I Views “Diversity and Inclusion may be getting a lot of attention as of late, but it’s always been an important part of our culture, identity, and business strategy. A world of all the same can only stay constant. A business environment designed to nurture and encourage varying perspectives helps to open minds and leads to innovation, stronger group performance, and improved financials.”

The Ultimate Impact “Year Up (YU) is an inspiring program that provides urban young adults with the skills, experience, and support that will empower them to reach their potential. When I connected with the program in 2002, I was overcome by the challenges the students faced, the importance of Year Up’s mission, and how well it fit with New York Life’s core values. It became my personal mission to help spread the word about Year Up across our company and to share success stories, so that leaders would begin to seek out interns. “Over the past two years, I’ve grown the program from one department participating to eight departments and increased the number of interns by more than 200 percent. Expanding our relationship with Year Up supports New York Life’s D&I efforts, and the outcome has been beyond my expectations. Business units are now making Year Up part of their diverse talent pipeline, managers and others

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are serving as speakers and mentors, and employees who graduated from the program are helping support new interns and managers.”

D&I Wins in 2017 “Our partnership with YU is thriving— increasing the number of interns and our conversion rate, and assisting YU in building Dallas and Tampa programs. The program is expanding to our sales offices across the country. “We have also improved the internship experience to make it more robust and consistent for both our interns and managers. This includes mentoring, breakfast and lunch events with senior leaders, resume writing and interviewing training, and guest speakers.”

Our Goals for Next Year “Our diversity objective for the coming year is to attract, develop, and retain the best and brightest talent, recognizing that they will come from a variety of backgrounds and experiences. We also recognize that diversity is only one side of the equation—we must also have an inclusive environment, where employees can bring their true selves to work every day. “In addition to YU, we will be working to expand Coming Together (our race-relations program), supporting women in P&L roles, and increasing our outreach to veterans.” PDJ

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NEW YORK LIFE D&I AWARDS • DiversityInc, Top 50 Companies for Diversity, 2016–2017 • Working Mother magazine, 100 Best Companies for Working Mothers, 2016–2017 • Working Mother magazine, Top 25 Companies for Multicultural Women, 2016-2017 • NAFE, Top 50 Companies for Female Executives, 2016–2017 • National Gay & Lesbian Chamber of Commerce, Best-of-the-Best Diversity Award, 2016–2017 • Latina Style, Top 50 List, 2016–2017 • Human Rights Campaign Corporate Equality Index score, 100%, 2016–2017 • Profiles in Diversity Journal, Diversity Leader Award, 2016 • Profiles in Diversity Journal, Innovations in Diversity Award, 2017 • Black EOE Journal, Best of the Best, 2017 • Military Friendly Schools and Employer Award, 2017 • Anita Borg Institute, Top Companies for Women Technologists, 2016 • LATINO Magazine, LATINO 100, 2016–2017

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Taking D&I From the Top

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obins Kaplan’s Diversity Committee, which is led by co-chairs Kellie Lerner and Brandon Vaughn and includes members from various offices, departments, and seniority levels, is responsible for establishing the diversity and inclusion priorities for the firm and serving as ambassadors to execute and publicize D&I initiatives. The firm’s managing partner, hiring chair, and professional development chair actively participate in the group, providing direct engagement of firm leadership. The Diversity Committee is also home to three working groups that identify, research, and address issues specific to women attorneys, racial and ethnic diversity, and LGBT firm members. These groups help firm members connect with one another and serve as a resource for prospective firm members.

Measuring Engagement In 2016, Robins Kaplan conducted a

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survey of all firm members to determine engagement and satisfaction. Questions touched on recruiting, professional development, diversity and inclusion, community engagement, performance management, and compensation. The Diversity Committee reviewed and analyzed the responses, and developed recommendations for follow-up actions. Attorneys are also asked to complete a survey twice each year that enables the firm to track satisfaction and work opportunities. This helps to ensure that diverse lawyers are receiving the same meaningful opportunities as non-diverse lawyers at the firm.

Keeping the Team Informed Robins Kaplan provides regular updates to firm members at partner meetings, associate meetings, and staff meetings. The firm also publishes Diversity Update, on a quarterly basis, to highlight D&I announcements, upcoming events, and firm members.

Talking to Clients and Others Robins Kaplan constantly talks to clients, prospects, and peers about its diversity initiatives. The firm offers a diversity brochure and takes every opportunity to share its D&I successes publicly. Additionally, members of the firm are frequently quoted in articles related to diversity in the legal profession. For example, Kellie Lerner and associate Chelsea Walcker recently published a thought leadership piece in the New York Law Journal outlining the need to eliminate the gender divide in the courtroom, which was written in response to former U.S. District Judge Shira A. Scheindlin’s opinion piece in the New York Times criticizing the gender imbalance of lead counsel appearing in courtrooms. Earlier in 2017, Bloomberg featured the firm’s diversity initiatives in an article titled, “Robins Kaplan Increases Diverse Hires with Rooney Rule,” which included extensive insights on diversity and inclusion from members of the firm’s diversity committee.


Robins Kaplan will continue to recruit and retain diverse, young talent through the LEAD program. We will also continue to focus on increasing diversity in lateral hiring at the partner level. ~ Kellie Lerner, Robins Kaplan Partner and Co-Chair, Diversity Committee

PARTNER & CO-CHAIR, DIVERSITY COMMITTEE KELLIE LERNER Shares Her D&I Views “While research consistently demonstrates that diversity improves team performance and problem-solving, law firms have been slower to diversify than other professional organizations. In a law-firm setting, the biggest casualties of this lack of progress are clients…. As our D&I initiatives continue to take hold and become even more ingrained in our culture, I expect to see tangible impact in the level of service we provide to our clients.”

My Changing Role “When I first became co-chair of the firm’s Diversity Committee, my focus was on maintaining existing programming and identifying new ways to increase diversity at the firm. Through LEAD and other initiatives, we are starting to see the fruits of that labor. But I am now far more aware of the importance of the inclusion aspect of our work. Even the best and most well-thought-out diversity initiatives will fail if an organization cannot foster inclusion.”

Taking the LEAD in 2017 “The successes of our LEAD program include 1) A new hiring initiative, modeled on the NFL’s “Rooney Rule,”

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requiring the firm to interview diverse candidates for lateral associate positions, increased the hiring of associates of color by 20 percent and those identifying as LGBTQ by 13 percent; 2) The firm is using metrics related to work allocation, to address potential unconscious bias in the way work is distributed; and 3) Our parental leave policy provides 10 weeks of paid parental leave for all firm members, a parental leave mentoring program, alternative work arrangement options, and a returnto-work protocol allowing parents to transition at a reasonable pace.”

What’s Ahead for 2018 “Robins Kaplan will continue to recruit and retain diverse, young talent through the LEAD program. We will also continue to focus on increasing diversity in lateral hiring at the partner level. A key goal is to foster an environment where women, attorneys of color and members of the LGBTQ community feel valued and included, particularly when national incidents of hate or discrimination take place. We are working on developing tools to have an honest dialogue about race and inclusion to break past barriers that have prevented those conversations

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from taking place in the past. I am confident that this dialogue will help us create an environment that is truly as inclusive as we strive to be as a law firm.” PDJ

ROBINS KAPLAN D&I AWARDS • Profiles in Diversity Journal, Innovations in Diversity Award of Excellence, 2017 • Chambers USA, Most Inclusive Firm for LGBT Lawyers, 2016 • Human Rights Campaign Corporate Equality Index, 100% rating, 2009–2017 • Hennepin County Bar Association, Legal Employer Diversity Award, 2014 • The American Lawyer, Top 20 Am Law Firms–pro bono work, 2017 • The American Lawyer, Am Law 200 (#4)–pro bono program, 2016 • The National Law Journal, Pro Bono Hot List, 2016 & 2017 • Law360, Pro Bono Firm, 2015

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Increasing D&I’s Global Reach

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s a global firm, Squire Patton Boggs is naturally inclusive in bringing on women, as well as ethnic and other minorities, who are skilled in handling matters important to our clients. The firm seeks opportunities to initiate and reinforce diversity policies for recruitment, retention, and advancement purposes, while also recognizing the challenges that come with operating within a traditionally white, male-dominated profession. The firm’s Diversity & Inclusion (D&I) Committee champions include lawyers from all levels and support staff from various backgrounds, lifestyles, and geographic regions. In addition, D&I Resource Groups spearhead initiatives and programming at the office level that support the Committee’s mission. The firm also conducts a periodic review of statistics regarding hiring, retention, and promotion of minorities and women.

the recruitment, retention, and advancement of diverse lawyers and staff; increases awareness throughout the firm regarding diversity issues; and enhances the role the firm plays in advancing diversity initiatives in the community. The Committee operates under the leadership of five partner co-chairs, and is overseen by the firm’s chair. It includes partners, principals, and associates from various backgrounds, lifestyles, and geographic regions, who meet regularly to discuss goals and objectives that align with the Diversity Committee’s mission statement. The firm’s Women’s Enterprise (WE) is co-chaired by two partners and also overseen by the firm chair.

Looping Members In

Squire Patton Boggs’ D&I Resource Groups provide opportunities for networking, mentoring, support, and professional development for those D&I’s Place in the Firm with similar backgrounds, lifestyles, The Diversity Committee at Squire Patton experiences, or interests. The initiatives Boggs is charged with developing specific and successes of the Diversity Committee diversity initiatives and tracking their and Women’s Enterprise are regularly progress. The Committee facilitates the communicated internally via the implementation of diversity policies for Chairman’s Blog. Policies regarding

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diversity and inclusion are presented to new hires during orientation or at time of hire.

Getting the Word Out Special outreach efforts, intended to encourage diverse law students and laterals to consider Squire Patton Boggs, include hosting receptions for minority law students in the firm’s offices, participating in diversity job fairs, sponsoring minority law student and bar association events, participating on career panels at law schools, and outreach to the leadership of minority student organizations and minority bar associations. Additionally, the firm’s global social media platforms, as well as its external website, are used to communicate initiatives and developments. The firm’s external website contains a section on diversity and inclusion and the Women’s Enterprise, which includes information regarding D&I’s mission, resource groups, firm memberships, news and events, and more. D&I messages are also shared in the general news and events section of the website, and across the firm’s social media platform.


Frederick R. Nance, Global Managing Partner

Alethia Nancoo, Partner

Traci Rollins, Partner

FIVE DIVERSITY COMMITTEE CO-CHAIRS Share Their D&I Views “Encouraging and maintaining an inclusive mix of legal professionals and staff is critical to business success, regardless of industry. And, as a global enterprise, we welcome every opportunity to include a wide variety of cultures to provide our clients with services more reflective of their own core values. By incorporating a diverse mix of people, views, and approaches, we ensure a bright, successful future for our firm and the clients we serve.” – Frederick R. Nance (Global Managing Partner–U.S.), Alethia Nancoo (Partner), Traci Rollins (Florida Regional Managing Partner), Margie Tannock (Partner–AU), Alison Treliving (Partner–UK)

The Evolving D&I Role “Recently, we have shifted our focus to retention, offering mentoring, a variety of learning and development courses, on-the-job training, and assorted resource groups. We also support our lawyers’ involvement in diversity-related organizations (diverse bar association memberships and leadership roles in organizations that serve underrepresented groups) that support their success. “As a member of the Leadership Council on Legal Diversity (LCLD), Squire Patton Boggs sponsors lawyers in LCLD programs that provide tools, networking opportunities, and practical motivation for diverse lawyers to become successful firm leaders. We

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also participate in the LCLD Pathfinder Program, and sponsor the 1L LCLD Scholars Program. In 2017, we nominated three of our 1L summer associates for this program.”

Our 2017 Achievements “We helped SAGE, the country's largest and oldest organization dedicated to improving the lives of lesbian, gay, bisexual, and transgender (LGBT) older adults, achieve a major victory, when it convinced the U.S. Department of Health and Human Services’ Administration for Community Living to reverse its decision to stop collecting data regarding the extent to which programs funded under the Older Americans Act (such as Meal on Wheels) are adequately serving LGBT adults. “The firm also hosted events in our Washington DC office in support of the National Committee for Transgender Equality and OutRight. Several firm lawyers participate in Q Street, an organization of LGBT lobbyists and public policy professionals, one partner serves on the Board of the National LGBT Task Force, and one associate is on the Board of the Capital Area LGBT Bar Association.”

Our Plans for 2018 “For 2018, some of the Diversity Committee’s goals include increasing the hiring, retention, development, and promotion of diverse lawyers

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and staff; and providing mentoring, professional development, and leadership opportunities for diverse members of the firm. We also plan to expand the firm’s community involvement and partnerships, and improve our communication methods in order to reach a greater number of diverse candidates.” PDJ

SQUIRE PATTON BOGGS D&I AWARDS • Euromoney Americas Women in Business Law Awards, Best National Firm for Work-Life Balance (North America), 2017 • Ohio Women’s Bar Association, Family Friendly Award, 2017 • Law360, Top 100 Firm For Minority Attorneys, 2016 • Human Rights Campaign Corporate Equality Index, 10th consecutive 100% rating, 2018 • Yale Law Women, Top Family Friendly Firms (Category Honors for Part Time and Flex Time Policies), 2017 • The American Lawyer Diversity Scorecard, Top 50 Law Firms for Diversity, 2017 • Military Spouse JD Network, Member’s Choice Award, 2015 • SAGE, Edith Windsor Advocacy Award, 2015

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Pledging to Achieve Greater Diversity

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lobal Inclusion & Diversity stands alone as a Center of Excellence within Global Human Resources. Global I&D reports to Michael Scannell, the senior vice president of Global Human Resources & Corporate Citizenship.

Diversity and the Board State Street is committed to ensuring its Board of Directors reflects the diversity, including gender, race, national origin, age, and tenure on the board, of the company’s key stakeholders and the communities in which it operates. The Nominating and Corporate Governance Committee includes diversity as a consideration in making recommendations regarding nominees for director. The Committee

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believes that the current composition of the board reflects a range of personal and professional backgrounds, experiences, and other characteristics that reflect this diversity. Further, diversity and inclusion initiatives, and their progress, are communicated to the board through the company’s talent goals.

Measuring Employee Engagement State Street measures employee engagement using a bi-annual, allemployee survey, which is conducted by an independent third party. To gauge progress at other points in the year, State Street conducts pulse surveys among sample sets of employees.

Sharing D&I Internally The company communicates diversity and inclusion activities, program progress, and other news to employees across the company via more than 30 employee networks, as well as through employee town hall meetings and an internal social media platform.

Reporting D&I Progress Clients and potential clients, as well as possible jobseekers and the community as a whole, can learn about State Street’s diversity and inclusion activities through the company’s participation in benchmarking surveys, the company website, external social media platforms, and annual corporate responsibility reporting.


MANAGING DIRECTOR AND CDO PAUL FRANCISCO Shares His D&I Views

“State Street has been known as an organization where, if you want to become a leader, you must be a technically sound person. But what I have noticed is that we are moving toward valuing other traits, such as the ability to be inclusive. We need more inspirational leaders, not just technologists or operationally sound folks.”

Making an Impact “To increase diversity at all levels of the company, we launched a strategy focused on communication and education, pipeline building, and accountability. This three-pronged approach positions State Street to advance diversity, supported by significant and visible measures for leadership accountability.”

D&I Wins in 2017 “In May 2017, the CEO Action for Diversity and Inclusion™ pledge, which now guides our D&I activities, was signed by State Street CEO Jay Hooley: 1. We will continue to make our workplaces trusting places to have complex, and sometimes difficult, conversations about diversity and inclusion: We will create and maintain environments, platforms, and forums where our people feel comfortable reaching out to their colleagues to gain greater awareness of each other's experiences and perspectives.

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By encouraging an ongoing dialogue and not tolerating any incongruence with these values of openness, we are building trust, encouraging compassion and open-mindedness, and reinforcing our commitment to a culture of inclusivity. 2. We will implement and expand unconscious bias education: Experts tell us that we all have unconscious biases—that is human nature. Unconscious bias education enables individuals to begin recognizing, acknowledging, and therefore minimizing any potential blind spots he or she might have, but wasn’t aware of previously. We will commit to rolling out and/or expanding unconscious bias education within our companies in the form that best fits our specific culture and business. By helping our employees recognize and minimize their blind spots, we aim to facilitate more open and honest conversations. Additionally, we will make non-proprietary unconscious bias education modules available. 3. We will share best—and unsuccessful—practices: Each of our companies has established programs and initiatives around diversity and inclusion. Yet, we know that many companies are still developing their strategies. We will commit to helping other companies evolve and enhance their current diversity strategies and encourage them, in turn, to share their successes and challenges with others.”

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What’s Ahead in 2018 “We will continue to drive our diversity and inclusion agenda by committing to multi-year diversity goals and strengthening our commitment to communications, accountability, and pipeline development. We will also add a fourth tenant—development and learning.” PDJ

STATE STREET D&I AWARDS • Bloomberg Gender-Equality Index, 2016 & 2017 • Hong Kong LGBT Workplace Index Award, Silver Standard Achievement • The Financial Times, Top 50 Employers for Women in Europe • HRC Best Places to Work for LGBT Equality, 100% rating • DiversityInc, Top 10 Regional Companies for Diversity • Professional Woman’s Magazine, Best of the Best • Black Enterprise, Best Companies for Diversity • Latino Magazine, Best 100 Companies for Hispanics • Stonewall, Global Diversity Champion • Working Mother magazine, 100 Best Companies (four consecutive years) • Professional Women’s Network, Top 10 ERG award (U.S.) • Triangle, Carmella Gregorie Disability Advocate of the Year Award (Mike Scannell)

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Everybody Is a D&I Ambassador

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n addition to the Diversity Management Department staff, who devote one hundred percent of their time to D&I efforts, all members of the Diversity and Women’s Initiative Committees, as well as members of the firm’s active lawyer networks, are directly involved in the planning and execution of D&I initiatives. Members of the firm’s Legal Recruiting & Professional Development, Legal Education & Training, and Business Development and Marketing departments also frequently assist in furthering the firm’s D&I work. Ultimately, all S&C lawyers are considered firm ambassadors and contribute in various ways to the firm’s overall D&I efforts.

Where D&I Fits at S&C The Diversity Committee, in conjunction with the Diversity Management Department, is charged with developing, implementing, and coordinating the firm’s diversity and inclusion initiatives. Its multifaceted approach encompasses recruiting and retention, diversity education and training, substantive and social internal programming, community outreach through pipeline programs, and the patronage of diversity-related organizations. The firm’s goal is to create

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an atmosphere of inclusion, irrespective of perceived differences, and to train and develop lawyers who are trusted, effective, and creative counselors who collaborate with each other and with clients, to find sophisticated and creative solutions to complex legal issues.

Talking to the Team The firm communicates D&I initiatives and progress through: • Firm meetings, including Associate Experience Committee meetings and smaller lunches with the Chairman and Senior Chairman • Training, including a worldwide mandatory D&I program, and new associate and summer associate orientation sessions • S&C Celebrates Diversity—a speaker series for all employees, featuring judges, Fortune 500 company executives, and others • Active internal programming, including the Women@S&C Lunch Program, Women’s Leadership Lunch series, and regular affinity network meetings • Lawyer affinity networks, including the Women’s Initiative Committee (“WIC”), Asian Associates Network (“AAN”), LGBT Network,

and Network of Black & Latino Lawyers (“NOBLL”) • Announcements of diversity programming, recognitions, and developments in weekly internal publications and on the firm’s internal websites

Sharing the Story S&C communicates D&I news and information externally via these channels: • The firm’s website details S&C’s D&I philosophy, Diversity Committee, and affinity networks • Publication and distribution of the firm’s Diversity Report and Women In Leadership brochure • Completion of diversity surveys and client requests for information regarding the firm’s D&I programming and initiatives • Lawyer participation on panels at bar association events, law school programs, and events hosted by clients • Diversity-focused student outreach, including substantive programs for law school affinity groups and a commitment to diversity pipeline organizations


Diversity and inclusion are core values at Sullivan & Cromwell. I see first-hand how extensively these values are woven into the very fabric of the firm and how they impact and enhance everything we do. ~ Kathleen McArthur, Sullivan and Cromwell Litigation Partner and Diversity Leader

LITIGATION PARTNER AND DIVERSITY LEADER KATHLEEN MCARTHUR Shares Her D&I Views “Diversity and inclusion are core values at Sullivan & Cromwell. I see first-hand how extensively these values are woven into the very fabric of the firm and how they impact and enhance everything we do. The firm’s generalist model—which focuses on developing lawyers who can tackle any complex legal issue that comes their way— depends on a breadth of viewpoints and styles that only a truly diverse group of lawyers can contribute. We believe very deeply that diversity is essential to our ability to deliver the most innovative and creative solutions to the challenges our clients face.”

Affinity Group Impact “Sullivan & Cromwell’s lawyer affinity networks, which includes AAN, the LGBT Network, NOBLL, and the WIC, are a crucial part of the firm’s efforts to recruit, retain, and support the development of women and diverse associates. These groups serve as liaisons to affinity groups on law school campuses and provide invaluable informal mentoring to associates after they join the firm.”

Our 2017 Success Story “Launched last fall, our Women’s

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Leadership Lunch Series brings women lawyers together for presentations, panel discussions, and ideation concerning career success. The first lunch featured a panel of women partners discussing career trajectories, lessons learned, and how to make the most of opportunities. At the second lunch, partners of both genders led group discussions that included tips on client engagement, being proactive about career development, and leadership qualities. At the third lunch, our chief legal recruiting and professional development officer presented research on personality traits that help predict success for women lawyers.”

Next Steps—2018 “One objective for 2018 is to continue to enhance our recruitment of women and diverse law students. While continuing to sponsor programming, such as panel discussions, conferences, and workshops, we will also develop new initiatives that will benefit student development. “A second objective is to continue to be a D&I thought leader. In collaboration with organizations

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such as the Institute for Inclusion in the Legal Profession, the Leadership Council on Legal Diversity, and McKinsey, we plan to publish articles, and develop and participate in innovative D&I programming.” PDJ

SULLIVAN & CROMWELL D&I AWARDS • ACQ Law Awards, U.S. Leading Diversity Law Firm of the Year, 2016 & 2017 • Washington Lawyers’ Committee, Outstanding Achievement Award, 2017 • U.S. Court of Appeals for the D.C. Circuit, Capital Pro Bono Honor Roll, 2017 • Her Justice, Commitment to Justice Award for Outstanding Legal Team, 2017 • Legal Services NYC, Pro Bono Leadership Award, 2016 & 2017 • Legal Aid Society, two Pro Bono Publico Awards, 2016 • Transgender Legal Defense and Education Fund, Freedom Award, 2016

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D&I Lighting the Way

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unTrust believes that employing a workforce that reflects the markets and communities it serves has been one of the keys to the bank’s success. SunTrust bankers have a rich history of local decision-making—of knowing their clients and communities, and how to deliver the right products and services. Women and minorities are represented in senior management positions, the corporate Board of Directors and local community boards. SunTrust also believes it takes a well-rounded combination of people and ideas to foster creativity and build a more competitive company. That’s why the company is committed to fostering an inclusive environment that acknowledges, respects, and employs all dimensions of diversity, and where all teammates have the opportunity to maximize their contributions to clients and communities.

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At SunTrust, creating a culture of inclusion means: • Attracting and retaining the most talented and effective workforce • Creating an atmosphere of respect that capitalizes on differences • Fostering beneficial community relationships • Reaching out to different segments of the community • Providing proactive supplier opportunities for minority-, women-, LGBT-, veteran-, and disabled-owned, as well as small, businesses

How D&I Fits In A dedication to fostering an inclusive culture is one of the foundational ways SunTrust lives out its purpose of “lighting the way to financial well-being.” The SunTrust Executive Inclusion Committee

provides leadership to ensure inclusion is woven into the business strategy. The Enterprise Inclusion Office is a center of expertise for the company, which reports to the Human Resources department and, ultimately, to the chairman and CEO. The Enterprise Inclusion Council and eight teammate networks carry out strategies to sustain an inclusive corporate culture.

Telling the Story Internally, D&I initiatives, progress, and news are communicated via the company’s intranet, as well as through employee communications, town hall meetings, and periodic reporting. Externally, diversity and inclusion messages are delivered in the SunTrust Annual Report and on a dedicated D&I page on SunTrust.com.


While measurement and sustainable actions are critical to creating greater diversity, we must continue to ensure that our teammates feel valued, connected, and inspired to contribute at the highest level. ~ Wendy McSweeney, SunTrust SVP and Enterprise Inclusion Lead

SVP AND ENTERPRISE INCLUSION LEAD WENDY MCSWEENEY Shares Her D&I Views To whom much is given, much is required. – Luke 12:48

My Evolving Role “I have seen my role evolve from tactical to a business imperative driven by the most senior executives in the organization. The first few years of my journey involved developing a strategy and infrastructure, and working to engage leadership support. If inclusion was to become an integral part of how we operate, we would need to develop the right focus and sufficient rigor. Fast forward to 2017, and I can say I have become a trusted partner who provides thought leadership, coaching, and consultation that helps SunTrust’s senior management lead more inclusively.”

that our teammates feel valued, connected, and inspired to contribute at the highest level. “SunTrust provides leadership with training, tools, and resources that enable them to lead and foster inclusion, including unconscious bias training, virtual learning labs, web-based training, and a monthly leadership series.”

D&I Wins in 2017 “In 2017, we have been embracing a multigenerational and inclusive culture. We have provided inclusion learning opportunities to support teammate accountability for creating an inclusive culture. We are recognized in the industry for our ability to tie the efforts of our affinity groups to business goals and objectives in a measurable way.”

Opportunities for Impact

Our Plans for Next Year

“Our opportunity for greatest impact is our flexibility and our ability to modify strategies and programs as the demographic and social climate continues to rapidly change around us. “The SunTrust onUp movement, launched last year, enables everyone to gain the financial confidence to pursue a life well spent. When we say everyone, we mean everyone. “While measurement and sustainable actions are critical to creating greater diversity, we must continue to ensure

“In the coming year, we want to inspire inclusive leadership at all levels by celebrating SunTrust best practices, communicating effectively, and providing tools and resources to broaden cultural competence. “C-Suite support will be visible and communicated through the use of vehicles such as town hall meetings and targeted executive communications. “We will continue to work with our senior leadership, human resources, teammate networks (affinity groups),

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and marketing and communications teams, as well as external partners, such as Delta Concepts Consulting, Inc., The Winter’s Group, and Weiss Communications, Inc.” PDJ

SUNTRUST BANKS, INC. D&I AWARDS • Human Rights Campaign Corporate Quality Index, 100% rating (11 consecutive years) • National Gay & Lesbian Chamber of Commerce and Partners in the National Business Inclusion Consortium, Best-of-the-Best Corporations for Inclusion, 2017 • Mortgage Bankers Association, Leader in Organizational Diversity, 2016 • Human Rights Campaign, Best Places to Work for LGBT Equality, 2017 • Careers & the disABLED magazine, Top Employer for Disabled, 2016 • Black Enterprise Magazine, Top Executives In Corporate America, 3 consecutive years • Black Enterprise Magazine, Top 50 Most Powerful Women In Corporate America, 2 consecutive years

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Scoring Big with D&I

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he United States Olympic Committee (USOC) is unique in that diversity and inclusion is in its DNA. The Ted Stevens Olympic and Amateur Sports Act, enacted in 1978, requires the USOC to submit a report to Congress every four years, which must include information regarding the participation of women, people with disabilities, and racial/ethnic minorities in NGB athletic, governance, and management activities. The report must also describe programs and initiatives that encourage the participation of women, people with disabilities, and racial/ethnic minorities within each National Governing Body and High Performance Management Organization.

The Engagement Yardstick In 2016, the USOC implemented its award-winning Diversity Scorecard initiative, which aims to measure and identify opportunities for the organization to become more diverse

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and inclusive as it relates to athletes, coaches, staff, board of directors, and membership. The Scorecard also measures employee retention as a direct metric correlated to the satisfaction of employees, based on their self-identification of race/ethnicity, gender, disability, and military veteran status. The theory behind the Scorecard is simple: if we measure and shine a light on diversity, we will improve. Employee engagement is also measured via an annual employee survey, which evaluates metrics, such as ERG participation, employee engagement, and satisfaction.

Sharing with the Team The USOC shares updates regarding diversity and inclusion progress and initiatives via email and during quarterly town hall meetings, which are open to all employees. Additionally, D&I updates are highlighted in quarterly newsletters, which are also made available to all employees.

Walking the Talk The USOC is the first large sport organization to release its diversity numbers in a scorecard that offers a candid public assessment of the U.S. Olympic and Paralympic family’s commitment to diversity. While similar industry reports, such as the TIDES’ Racial and Gender Report Cards, are also published, the USOC/NGB D&I Scorecard Program is different in that it also measures the inclusion of people with disabilities and military veterans at every level of the USOC and in each of the 52 U.S. Olympic and Paralympic National Governing Bodies and High Performance Management Organizations. The diversity scorecard publicly reaffirms the USOC’s commitment to diversity and its level of transparency. More than ever before, the public platform holds the USOC, NGBs, and HPMOs accountable to both the internal and external stakeholders of the U.S. Olympic and Paralympic movements.


Not only does the USOC support a diverse group of awe-inspiring Olympians and Paralympians, it is also engaged in a global movement to unite cultures, races, and religions in the spirit of competition and peace. ~ Jason Thompson, USOC Director of D&I

D&I DIRECTOR JASON THOMPSON Shares His D&I Views “As the only large sports organization in the United States committed to athletes with disabilities and to women on an international level in a variety of sports, the United States Olympic Committee (USOC) has the unique opportunity to create synergies between sports and diversity. Our Olympic and Paralympic teams reflect a diversity that few countries can match. Not only does the USOC support a diverse group of awe-inspiring Olympians and Paralympians, it is also engaged in a global movement to unite cultures, races, and religions in the spirit of competition and peace.”

A Decade of Impact “With the recent announcement of the 2028 Olympic and Paralympic Games coming to Los Angeles, the USOC has an unprecedented opportunity to impact sport and diversity in the United States. Although Los Angeles has hosted the games before, 2028 will mark the first time the city will host the Paralympic Games. This will allow the USOC to raise the visibility of Paralympic sport and the accomplishments of people with disabilities. In addition, the LA 2028 bid team made diversity a central piece of its proposal

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and has committed to focusing on the youth of LA’s diverse communities.”

Earning Gold in 2017 “In 2017, the USOC began mandatory unconscious bias training for directors and above, and created new staff trainings and workshops that have increased staff participation by 200 percent. “The Qualified Underrepresented Applicant Directive (QUAD) hiring pilot program was formed to encourage diversity in the hiring pool and create a level playing field for candidates. “Over 35 D&I Best Practices were compiled for publication and distribution to national governing bodies that work in conjunction with the USOC. “The LGBTQ ERG was created to foster equality, respect, and safety for all employees, athletes, and other constituents, without regard to sexual orientation, gender identity, and expression.”

The Plan for 2018 “The USOC’s LGBTQ curriculum will be expanded as part of FLAME (Finding Leaders Among Minorities Everywhere, the longest running pipeline-development program for

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students of color interested in pursuing careers in the Olympic and Paralympic movements). We are also developing strategies to expand youth sport participation, and diversity will be a major component of that program, when recommendations are presented in 2018. “The USOC is planning to host the first Women in Sport Symposium (WINS)—a program designed to increase the number of women in coaching and sport administration positions, and raise the visibility of this issue nationwide.” PDJ

USOC D&I AWARDS • Profiles in Diversity Journal, Diversity Leader Award, 2017 • Colorado Springs Chamber of Commerce and EDC, Athena Award (Committee Chair–USOC LGBTQ ERG Alicia McConnell), 2017 • Profiles in Diversity Journal, International Innovation in Diversity Award (ranked #1), 2016 • Colorado SHRM, Diversity Champion Award, 2015

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Where D&I Enhances Careers and Lives

“WilsonHCG is the most engaging, exciting, and fun place I have ever worked. It is so rewarding to come to work and be respected, valued, and trusted. I know I speak for everyone at WilsonHCG when I say how excited I am about the culture we’ve created, the way the business is moving, and what we’re going to achieve this year and for years to come!” – Angela Bateman, People & Culture Specialist “At WilsonHCG, we love what we do and our various committees allow us to make smooth daily operations. Better People, Better Business is more than our internal motto. It’s our philosophy and commitment to enhancing the lives of our employees and the people/communities we serve.” – Angela Dhanraj, Intern Program Team Lead

Supporting Veterans at Work Recently, WilsonHCG introduced Operation Transition, which provides career services to military veterans entering the civilian workforce. Its mission is to prepare these veterans for success through one-on-one mentorship, community outreach,

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and career planning and preparations. The program also provides interview and onboarding coaching, as well as development and support for each veteran after placement. The company creates internal and external initiatives that, in turn, will have a positive impact on the business, the employees, and the community. WilsonHCG has a passion for making a difference in the lives of veterans and strives to make their transition to the civilian workforce as seamless as possible.

Talking to the Team WilsonHCG communicates information regarding D&I initiatives

and program progress via email announcements, a monthly newsletter, weekly “Huddle Up!” meeting recaps from CEO John Wilson, Workplace by Facebook, in-office flyers, and TV screens.

Taking D&I Public The company communicates with clients, prospects, job seekers, and other members of the public using Twitter, Facebook, Instagram and Snapchat. D&I messaging is also shared via press releases, WilsonHCG Human Capital Connection thought leadership blog posts, and corporate counsel Marisol Hughes.


Moving forward, we will focus on women in leadership roles, continuing efforts specific to LGBT awareness, and entering new markets where we will be working to hire, develop, and empower people. ~ Marisol Hughes, WilsonHCG EVP of People Operations

EVP OF PEOPLE OPERATIONS MARISOL HUGHES Shares Her D&I Views “Our people drive change, innovation, growth, and culture. In turn, all of our people must be celebrated for their uniqueness and differences, and be empowered and inspired to bring their ideas, experiences, and practices to life within our organization and throughout the communities we serve.”

How My Role Has Evolved “Over the past few years, WilsonHCG has doubled in size and now has more than 700 employees spread across six continents. This growth has brought about some challenges, but hasn’t changed our goals: as we enter new and expanding markets, we continue to seek out the most diverse, passionate, and motivated talent from widely diverse backgrounds and cultures. In brief, it’s caused us to double down on our core values and workplace culture, while increasing our commitment to diversity. “I have seen my role expand as the team continues to grow and we reach across new geographies. I believe that actualizing the talents of our people depends on building a highly diverse workforce by recruiting people from all over the world—from different backgrounds, cultures, ethnicities, and genders—and empowering them through inclusive initiatives.

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“Moving forward, we will focus on women in leadership roles, continuing efforts specific to LGBT awareness, and entering new markets where we will be working to hire, develop, and empower people.”

Achievements in 2017 “Leadership launched Wilson Pulse, a channel through which our people can provide regular, transparent feedback that employs anonymous surveys. This initiative has been developed to hold leadership accountable, inspire new ideas at all levels, and ensure WilsonHCG remains an exceptional place to work. To be the best we can be as a company, all of our people need to be heard. “WilsonHCG employees have developed many programs to foster an inclusive culture, including the WilsonHCG Global Wellness Program, created to encourage healthy habits and community outreach efforts. The program is built on four pillars: Health, Financial Well-Being, Work-Life Balance, and Exercise. Such initiatives keep our employees engaged, especially since our workforce develops and drives these efforts.”

Our Next Steps “Diversity and inclusion is not just about numbers. It’s about hiring professionals

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from a variety of backgrounds, cultures, and experiences to challenge the status quo. As we kick off 2018, our goal specific to diversity and inclusion will remain the same. We will seek to grow and empower our workforce in a way that brings in new ideas, new backgrounds, new geographies, new points of view, and new cultures and ethnicities.” PDJ

WilsonHCG D&I AWARDS • People First Awards, Finalist– Marisol Hughes, 2017 • Canadian HR Awards, Finalist Best Workplace Culture, 2017 • Profiles in Diversity Journal, CEO in Action Award–John Wilson, 2016 • HR.com, Leadership Excellence Award, Best Global/International Leadership Program, 2016 • HRO Today, Excellence in Engagement Strategy Award, 2016 & 2017 • Glassdoor, Best Places to Work Employees’ Choice Award, 2015 • Tampa Bay Business Journal, Best Places to Work, 2015 • Profiles in Diversity Journal, 25 of the Most Influential Companies for Veteran Hiring, 2015

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Making D&I a Global Success

Aflac’s D&I mission is to: • Strengthen Aflac’s ability to attract, develop, and retain a diverse workforce • Support and enhance Aflac’s community involvement • Provide information that can enhance expanding consumer markets • Serve as liaison to senior management • Foster an inclusive, supportive, open, challenging, and innovative work environment • Open new avenues of creativity that enhance communication among employees • Improve productivity and morale • Understand and appreciate one another’s differences

Leading D&I at Aflac Aflac’s Diversity Council, supported by CEO Dan Amos and the executive leadership team, works to enhance diversity initiatives, attract and retain diverse talent, and recruit skilled and knowledgeable candidates from diverse markets. The company’s diversity efforts focus on five R’s: Recruiting, Retention,

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Aflac’s Diversity Council, supported by CEO Dan Amos and the executive leadership team, works to enhance diversity initiatives, attract and retain diverse talent, and recruit skilled and knowledgeable candidates from diverse markets. Recognition, Relationship, and Reinforcement. As part of Aflac’s onboarding of new managers and newly promoted managers, the CDO conducts training sessions on diversity and employee engagement policy and best practices. With more than two decades of leadership experience, Aflac's chief diversity officer is an established thought leader in the field of diversity and inclusion. She is a frequent presenter at industry-related and community events, including SHRM, Pushing Upward, and the International Leadership Alliance. The CDO’s 2017 goal is to ensure that there is a Diversity Council presence in each satellite location. To date, the Council members are aligned in Washington, DC, and Atlanta offices.

Looping In the Team Aflac uses internal channels, such as

The Leader’s Guide, Employee Matters magazine, the company intranet, and frequent emails to communicate companywide regarding diversity activities. The Diversity Council holds monthly events and conducts an annual weeklong series of activities known as Diversity Week. Information regarding diversity activities is posted on the company’s Facebook page. And Aflac’s CDO often speaks at division and department staff meetings.

Spreading the News Aflac’s corporate communications publicizes the company’s diversity efforts and D&I activities are featured in the company’s Corporate Social Responsibility Report. Aflac is also active in the community through its sponsorship of events, inclusion on boards, and membership in organizations. 


D&I’s opportunity for the greatest impact within the organization is among millennials, who make up 40 percent of Aflac’s workforce. This generation desires to serve, and finds fulfillment by giving back. Focusing on finding common ground, innovation, and teamwork will propel organizations. ~ Jo Anne Hill, Aflac Director of Diversity & Engagement

DIRECTOR, DIVERSITY & EMPLOYEE ENGAGEMENT JO ANNE HILL Shares Her D&I Views “Greatness is only achieved when team members are free to embrace their individual uniqueness and are encouraged to celebrate our team’s diversity.”

The D&I Effect “D&I’s opportunity for the greatest impact within the organization is among millennials, who make up 40 percent of Aflac’s workforce. This generation desires to serve, and finds fulfillment by giving back. Focusing on finding common ground, innovation, and teamwork will propel organizations. “I see the most synergies among millennials and on Aflac’s Diversity Council. For instance, millennial Council members suggested a game for Diversity Week focused on technology changes across generations. Employees of all backgrounds and experiences participated and, as a result of playing, we realized that we have more in common than we initially thought. The game was well-received and became a new addition to our diversity programming.”

Successes in 2017 “Aflac’s 2017 Engagement Survey showed an increase in employee engagement of one percent compared to 2015, and an overall D&I score of 91 percent. And in March 2017, we launched a Diversity and Engagement class for new and recently

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promoted managers, including senior leaders and executives. Nearly 100 people have participated in the class. “Aflac’s chief people officer and I are working with Aflac Japan’s Diversity and Promotion Office to ensure that 30 percent of their leadership positions will be held by women by 2020. With 24 percent of leadership positions currently held by women, we are on pace to meet our goal. “We hosted Aflac’s 2017 Women in Leadership Global Conference. Attended by Japan-based female Aflac employees, the Conference featured lectures, panel discussions, and workshops led by female Aflac leaders from the U.S. and Japan. “Diversity Councils in the U.S. and Japan meet quarterly via a telepresence call to share ideas, workplace cultures, and programming. Recently, 20 AflacJapan managers participated in a U.S. seminar program called the Home Stay Program. They met with senior leaders to gain a deeper understanding of Aflac’s U.S. vision and strategy. Participants experienced The Aflac Way, our corporate culture that binds us together as one Aflac, regardless of where we are located.”

Looking Ahead to 2018 “In 2018, I’ll be reviewing succession plans for diversity and looking at ways to improve our D&I engagement score from

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91 percent to 93 percent in 2019. Aflac’s 2018 diversity symposium is slated for late 2018.” PDJ

AFLAC D&I AWARDS • Fortune, 100 Best Workplaces for Millennials in the U.S., 2017 • Fortune, 10 Best Workplaces for African Americans 2016 • Fortune, 50 Best Workplaces for Diversity, 2016 • Fortune, 100 Best Workplaces for Women, 2016 • LATINA Style, 50 Best Places for Latinas to Work for in the U.S., 2017 • Black Enterprise, 50 Best Companies for Diversity, 2017 • DiversityBusiness.com, Top 50 Organizations for Multicultural Business Opportunities • Black Enterprise, Top Executives in Corporate Diversity, 2017 • Black Enterprise, Registry of Corporate Directors, 2017 • Savoy Magazine, 2016 Most Influential Black Corporate Directors list • Profiles in Diversity Journal, Diversity Leader Award–Top 25, 2017

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People on the Move SCOLFORO TO LEAD CASTLETON UNIVERSITY Karen M. Scolforo, Ed.D., has been named president of Castleton University. The fourth woman to lead the university since its founding in 1787, Scolforo most recently spent four

years as president at Central Penn College, located in Summerdale and Lancaster, Pennsylvania. After conducting an extensive search, the Vermont State Colleges System (VSCS) Board of Trustees appointed Scolforo to the prestigious leadership position. The trustees unanimously voted to appoint Scolforo and endorsed her vision for the university during this

time of dynamic change in higher education. “Dr. Scolforo is just the kind of leader we were looking for: experienced, energetic and collaborative. [She] has dedicated her career to sustaining strong institutions and, in particular, opening doors of opportunity for students,” said VSCS Board Chair Martha O’Connor.

PREDAINA NAMED SWE EMERGING LEADER Christine M. Predaina, director of program management operations for Northrop Grumman’s Technology Services sector, received the Emerging Leader Award at the

Society of Women Engineers (SWE) annual conference held in Austin, Texas, in October 2017. She was recognized for demonstrating leadership while developing the next generation of engineering trailblazers, and for advancing an innovative approach to systems engineering collaboration. Predaina, who is the executive sponsor of the Northrop Grumman

Women’s International Network and active in the company’s employee resource groups, also mentors engineering students and young professionals. She holds bachelor’s degrees in computer science, and astrophysical and planetary sciences, from the University of Colorado, and a master’s degree in engineering management from George Washington University.

EDWARD JONES EARNS A PERFECT 100

Financial-services firm Edward Jones received a perfect score of 100 percent on the 2018 Corporate Equality Index (CEI), a national benchmarking survey and report on corporate policies and practices related to LGBTQ

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workplace equality administered by the Human Rights Campaign Foundation. “We are once again proud to receive this important recognition, but we will not rest on our laurels” said Emily Pitts, the Edward Jones principal responsible for inclusion and diversity. “We will continue to strive to create a more inclusive environment for all and serve

more clients who represent the entire fabric our country.” The 2018 CEI evaluated LGBTQrelated policies and practices, including nondiscrimination workplace protections, domestic partner benefits, transgenderinclusive health care benefits, competency programs, and public engagement with the LGBTQ community.


BROWN, AON DIVERSITY SOLUTIONS LEADER Shelly Brown has joined Aon’s Chicago office as the company’s diversity solutions leader. Under Brown’s leadership, Aon

Diversity Solutions (ADS) will work with the firm’s producer leaders to ensure that the company distinguishes itself in the market by adopting the supplier diversity principles of the Billion Dollar Roundtable’s best practices. The ADS structure will enhance connectivity across the organization, using world-

class processes to lead to a more comprehensive experience, while advancing supplier diversity initiatives for clients. Shelly Brown’s years of leadership experience in supplier diversity will help Aon Diversity Solutions achieve its vision of becoming the globally recognized company of choice.

BUILDING DIVERSITY WITH BRIDGE

Financial-services firm Edward Jones has launched BRIDGE, a firm-wide initiative to attract, develop, and retain diverse financial advisors. The program is part of the firm’s push to become more diverse and inclusive, and provides

mentorship and coaching opportunities for both new and veteran financial advisors. BRIDGE looks to attract and develop confident, highperforming individuals who strive to make a difference in their clients’ lives and develop strong relationships in the community. The goal is to steadily increase the number of diverse candidates who join the firm as financial advisors.

“We believe that an inclusive group of associates is the best way to serve the varied and individual needs of our clients and will, ultimately, help those clients work toward their long-term financial goals,” says Monica Giuseffi, principal of Financial Advisor Inclusion and Diversity at Edward Jones.

BROOKS ELECTED LCA FELLOW Fish & Richardson principal Juanita Brooks has been inducted into the Litigation Counsel of America (LCA) as a fellow. Brooks was elected and invited into the

fellowship after being evaluated for effectiveness and accomplishment in litigation and trial work, along with ethical reputation. A leading trial and appellate litigator, Brooks specializes in intellectual property, product liability, and mass tort litigation. She is nationally known for her storytelling, hard-hitting crossexaminations, and ability to

decipher complex technologies for judges and juries. The first Hispanic woman to establish a private criminal defense practice in San Diego, Brooks has been a volunteer, speaker, and advocate for women and minorities for decades. Recently, she also became the first Latina inducted into the California State Bar Litigation Section’s Trial Lawyer Hall of Fame. PDJ

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Michele Meyer-Shipp Paying It Forward Every Day

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DJ recently caught up with Michele Meyer-Shipp, Akin Gump’s chief diversity and inclusion officer, who was generous enough to grant us an interview. We wanted to share her thoughts about career, leadership, diversity, and success with you. Michele, how did you become the leader you are today? There are three key things that I’ve done that have helped me grow into the leader I am today. The first key is working hard at my craft. For example, when I practiced employment law, I became the best employment lawyer I could be. The second key is building relationships and learning how to connect with people. I have found that building relationships, developing trust, and collaborating with people is critical to becoming a good leader. The third key is taking calculated risks. My risks not only included making decisions regarding job opportunities, but also raising my hand and volunteering to do things that were outside the scope of my job. My risk-taking helped me gain confidence and get noticed as a leader. What obstacles have you encountered and how have you overcome them? Things I first saw as obstacles, I now look at as opportunities. On two occasions, I was out of a job because the organizations I worked for were downsizing. Each time, the experience brought me to a screeching halt. I had two jobs I loved, and I thought I was set for the rest of my life.

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Then suddenly, I got a call saying that senior leaders were making changes and I was out of a job. At first, I was in shock and not able to accept my new reality. Then, I felt helpless, thinking, “What am I going to do?” But eventually, I realized that everything happens for a reason, and I had an opportunity to do something exciting. But for those two “obstacles,” I might not be where I am today. Those experiences helped me become resilient and proactive.

How important has the advice and support of mentors and others been to your career success?

What is your greatest professional accomplishment?

How do you share your knowledge and wisdom with other women?

I think it is that I have been able to help organizations drive organization-wide change. I’ve realized over the years that I’m pretty much a change agent— helping organizations address problems or seize opportunities. For example, when I became chief diversity officer at Prudential, I was immediately asked to build, launch, and implement a global, firm-wide diversity strategy. I’d never done it before—I had to figure it out. But, looking back six years later, I see that not only did I achieve that goal, I was also able to get hundreds of people engaged— taking ownership and being accountable for driving the strategy. It was amazing. A second example involved an agency with serious employmentlaw issues. Within a year of being hired, I was able to help them address their employment-law and other employment-related issues, and mediate disputes. I also helped develop new HR policies and procedures, and treat people in a way that set them up for future success.

I pay it forward in many ways. I take on as many mentees as I can—meeting with people on the weekends and after work. I mentor coworkers and folks just starting their careers, as well as college and law school students. In fact, because I have kids in high school, I’ve been tapped on the shoulder by their classmates. For some reason, people come to me and ask me for career and educational advice. And I am absolutely happy to pay it forward. Over the past couple of years, I have been asked by senior leaders how they can navigate sensitive issues around D&I. Given the current climate and the things that are happening in society, I’ve had pretty senior people call me up and ask, “How do I handle this situation?” or “Help me understand this issue.” People have paid it forward for me. Now, I owe it to others.

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I have what I call a board of mentors. Honestly, I have a hard time making decisions, and when I’m not sure which opportunity to follow, I call on my mentors. They act as a sounding board and help me see what I can’t see. They help me appreciate different points of view and guide me in making key decisions.

What are the three or four most important qualities a woman leader needs to cultivate?

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There are a lot of qualities that are important, but with regard to women leaders, I thought about the following three traits: • Confidence • Agility/flexibility • Emotional intelligence/ authenticity Confidence, especially for women, is crucial. Research shows that men are likely to apply for jobs when they have only 50 percent of the qualifications, whereas women will look at the same job and say, “I don’t have two of the ten qualifications. I’m not going to apply.” Research also shows that a man is much more likely to raise his hand and offer an idea than a woman is. I know from my own experience that women are not inclined to ask for what they want. I have to remind myself, “Michele, you have to ask. The worst they can say is no.” So, I think that confidence is a critical quality for everyone, but particularly for women. Agility involves being flexible and open to new challenges and opportunities. In my own situation, I moved from law firm to government, to corporation, and back to law firm. If I had not been flexible, I would never have stepped into those different environments. Authenticity is critical. Being your authentic self is crucial for building lasting, collaborative relationships. People will see right through you when you’re being phony or not fully present. It’s vital that we learn to be emotionally intelligent, not only about others, but also about ourselves. We human beings exercise a lot of negative self-talk. We also have a habit of not really listening to others and not reading social cues, such as body language. Any leader worth her salt will be

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thoughtful about what it means to be emotionally intelligent, and about cultivating and developing her own emotional intelligence. What is your personal philosophy for success—at work or in life? Live a good life, love what you do, love the people around you, and try to have a good time while you’re doing it. Being present in the moment, especially these days, with all the distractions around us— electronics, text messages, cell phones, computers, and all of that—is difficult. But, remember: Tomorrow is not promised, so surround yourself with people who nurture and build you, and who you get along with. That’s how I live my life. What advice would you offer women who are looking to build successful and satisfying careers? Know your craft. Be diligent, be thorough, and be thoughtful in all you do. Don’t put yourself in a position where anyone can call that into question. Find your brand and your image. Be thoughtful about that. What is the brand and the image you are trying to project? Research shows

that when people meet you, they form an impression about you in the first seven seconds. So, you have to be aware of the image you project. Make sure you’re building relationships and getting exposure. Build your internal and external networks because, quite candidly, as you move up your career ladder, relationships will be key. Every job I’ve had has come about through a relationship. Also, and this took me until the age of about 40 to figure out, I have learned to trust my gut. When something stays with me or something is bugging me, I need to honor that. If you are able to, do work that you are passionate about. And, especially for women, if you have children or are caring for an


aging parent, pay attention to work/life integration. Why do you personally value diversity and inclusion? As a woman of color, diversity and inclusion is something I live with and experience every day. Working as an attorney, I was often one of the only women or people of color in the room, so D&I was always an element of whatever was happening. The subject is very, very personal to me, and I’ve spent a lot of time educating people about diversity and valuing differences. The subject is real to me because it’s my part of my everyday life. I have learned that when you appreciate and value differences among people, you have better relationships, you learn more about others, and life becomes more interesting—richer. How is diversity and inclusion important to business? More than ever, D&I is a business imperative. Many organizations today are working across countries and cultures. So to continue to be profitable and grow, they have to be able to navigate diversity and inclusion. Even here in the United States, we are becoming ever more diverse, so it’s important that we understand the people we encounter and work with. We must learn to value what we all bring to the table and appreciate what we can learn from each other, because we don’t live another person’s experience. This understanding will drive better collaboration—working together in a way that produces more innovative solutions, which will help businesses grow.

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How are you and your organization initiating, leading, and supporting diversity efforts that benefit your employees, your vendors, and your customers? Although I’ve only been with Akin Gump for a short time, I can tell you that I’m very impressed. It is one of the few global law firms with a woman chairperson. She and firm leadership are personally committed to diversity and inclusion. Akin Gump has made a concerted and proactive effort to diversify the workforce and attract diverse talent by partnering with law schools and other external organizations. Four years ago, the firm launched a diversity scholarship program called Akin Gump/Robert Strauss Scholarship. The firm partners with organizations to recruit diverse college and law students, and with several diverse bar associations, not only to access diverse talent, but also to send our diverse attorneys for professional development and potential client-development opportunities, and to build our brand as a firm committed to diversity and inclusion in the legal profession. Internally, the firm has built a very nice platform with the firm-wide diversity committee, which now has reached into the committees in all of Akin Gump’s offices, where they are raising awareness around diversity and inclusion. For example, they’ve rolled out a firm-wide unconscious bias program, which is helping people understand what bias is, how it shows up, and how to navigate it. In addition, it’s driving programming to raise awareness of the different cultures and backgrounds in all the places where we do business. PDJ

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Michele Meyer-Shipp Chief Diveristy and Inclusion Officer Michele Meyer-Shipp, who recently joined Akin Gump Strauss Hauer & Feld LLP as its first chief diversity and inclusion officer, will guide diversity programs and initiatives across the firm. Until recently, she served as vice president and CDO at Prudential Financial Inc. She has served as general counsel for the Waterfront Commission of New York Harbor, employment counsel and leader of diversity and inclusion efforts for Global Wealth Management at Merrill Lynch, and director of New Jersey’s Division of Equal Employment Opportunity and Affirmative Action. Meyer-Shipp earned her JD at Seton Hall School of Law and her bachelor’s degree in criminal justice at Rutgers University. She also attended the Global Strategic Leadership Program at The Wharton School of the University of Pennsylvania.

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The disparity in belief between men and women isn’t just in the U.S. or Australia, it’s universal.

– Wiebke Bleidorn “Age and Gender Differences in Self-Esteem — A Cross-Cultural Window”

Are Female Leaders Confident Communicators? By Inmaculada Reinoso

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still remember my first speech in front of an audience in the winter of 2016. At the time, I was managing the relationships and internal communications of a regional sales team at a wellknown American multinational tech company. The company was having a hard time hiring and retaining top talent, so I was asked by the director of operations to give a talk about the company’s culture on behalf of the Culture and Reputation Committee, which I led. Even though it was one of the coldest days I remember in Ireland, my hands were sweating as never before, my entire body was shaking, my mouth was extremely

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dry, and my voice was squeaky. I could only see 100 blurry faces staring at me, making me feel as if I was doing something wrong. Fortunately, I had anticipated my nervousness and asked a trusted male colleague to join me as a co-presenter. Without knowing it, he was there to cover my own confidence gap. The presentation ran smoothly, with the exception of a couple of unexpected technical events. We communicated the director’s vision on the topic, announced a few changes to that year’s business plan, and answered questions from the audience. In the blink of an eye, the speech was over and our colleagues came to congratulate

us after. They were delighted by the changes we introduced, and they were very supportive of the plan. Also, we received positive feedback from the board of directors, who highlighted our joyful communication style and influencing skills. Even though everything went well that day, I wasn’t entirely happy with my performance. I was still wondering how could I have done better. Facebook’s Chief Operating Officer Sheryl Sandberg inspired me to write about confidence after reading her world-renowned Lean In manifesto—a turning point in the feminist debate. To my surprise, women like Sandberg also feel afraid—afraid to be too outspoken; afraid of drawing negative attention;


afraid of being judged; afraid of being perceived as aggressive, or worse, afraid of being perceived as weak; and, of course, afraid of failing. According to Sandberg, overcoming these internal barriers is critical if women are to gain power. And Sandberg is not the only woman with confidence problems. There are other women, known worldwide for their work in fields such as tech, new media, and film, who have admitted openly their self-esteem problems. It took Arianna Huffington, president and editor in chief of the Huffington Post, years to learn to stop her negative self-talk, which was the main obstacle to her success. Rachel Sklar, cofounder of TheLi.st and Change the Ratio, admitted recently in 8 Female Leaders On How To Overcome What’s Holding Women Back that fear, insecurity, and inertia are the things that have always held her back in life. Also, UN Women Goodwill Ambassador and actress Emma Watson has shared with the world on many occasions her constant battle with low selfesteem. Huffington, Sklar, and Watson are only a few examples of the female confidence gap across industries. It is not a secret that, despite the stereotype that boys are better in areas such as science or math, girls usually do better in the classroom in all subjects, at all academic levels, and all across the globe. Indeed, the latest findings from the American Psychological Association acknowledge that girls earn much higher grades than boys, including in science. However, the raise-your-hand-and-speak-whencalled-on behaviors that Sandberg talks about in her book, which may be rewarded in school, is not often a key to success in the workplace.

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Linda Babcock, author of Nice Girls Don’t Ask, found in three different studies that women don’t get what they want simply because they don’t ask for it. This is reflected, for example, in salary negotiation conversations, where men are more likely to negotiate for what they want. According to Babcock’s research, men initiate negotiations four times as often as women do. And when women negotiate, they ask for 30 percent less money than men do. We find a similar pattern when men and women ask for promotions. Women generally ask for a promotion only when they feel they meet all the requirements, when they consider their performance is perfect in the current role, or when they feel sure they can carry out the new role. However, men nearly always lean in, in identical circumstances. There are many reasons for these differences in behavior, the confidence gap being the most worrying one. According to Katy Kay and Claire Shipman, authors of The Confidence Code: The Science and Art of Self-Assurance— What Women Should Know, there is a big confidence gap separating men and women. In comparing themselves to men, women judge their own performance to be inferior, don’t consider themselves ready for the next promotion, and assume their abilities are never up to the job. Wiebke Bleidorn, PhD, from the University of California, conducted an eight-year study in 48 countries to determine how men and women experienced self-esteem. It was the first study to look at the effects of gender and age on self-esteem. Unsurprisingly, the study concluded that, regardless of culture or country, men tended to have higher selfesteem than women: diversityjournal.com

Gender and age differences in self-esteem can be observed in different cultures across the world. Overall, men tend to have higher self-esteem than women do (...). Yet, cultures differ in the magnitude of gender and age effects, and these differences are systematically related to socioeconomic, sociodemographic, gender-equality and cultural value indicators. The considerable degree of cross-cultural similarity suggests that differences in self-esteem are partly driven by universal mechanisms. Yet, universal influences do not tell the whole story. The systematic cultural differences in the magnitude and shape of gender and age differences in self-esteem provide evidence for contextual influences on the self-esteem development in men and women. So, the most recent evidence shows that women are less selfconfident than men, which matters as much as competence for career success. According to Kay and Shipman, “Success, it turns out, correlates just as closely with confidence as it does with competence. No wonder that women, despite all our progress, are still woefully underrepresented at the highest levels.” (To read this article in its entirety, go to www.diversityjournal.com.) PDJ

Inmaculada Reinoso International Product Manager Zara.com

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You Can’t Fix a D&I Problem by Barking up the Tree of Bad Behavior by Stephen Young & Barbara Hockfield

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n visiting many companies, globally, it is striking how frequently employees wrongly categorize bad behavior as a symptom of unconscious bias, exclusion, or micro-inequity. The tendency is to use a broad brush when assessing the motivations behind behaviors that make others feel uncomfortable or demotivated. Let’s be clear, this is not giving a pass to bad behavior. Our focus is about the accurate identification of the source of a problem and the wide range of potential solutions to address it. You can’t fix a D&I problem by barking up the bad behavior tree! Not only is it common to miscategorize the behaviors we observe, sometimes the overarching terms can misrepresent the action as well. One such term is microaggression. The term microaggression has no

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place in the D&I world. It should be jettisoned into space and never allowed to return. First, let’s look at the root of the word aggression. Is aggression necessarily a bad thing? Many professions require aggressiveness as a cornerstone to success. A trial attorney who isn’t aggressive is doomed. Sales or marketing professionals who lack that attribute will likely be left in the dust. In these professions, aggressiveness is not just a valued behavior, it is a critical criterion for success. Most professions require some degree of aggressiveness to prevail and succeed. So, how would the term logically apply to D&I? Besides, what would a “micro” aggression be—a little aggressive? Isn’t there already a psych term for that—passive aggressive? Microaggression doesn’t apply to the D&I world in any way. D&I is not about aggression, it’s

about equity. In the D&I world, aggression only becomes relevant when it is applied differently to different people—when it is inequitable, and creates an imbalance of treatment. Aggression only becomes an issue when the underlying behavior impairs another’s performance and, most important, when the behavior is based on that individual’s profile. The more effective term for categorizing D&I issues is micro-inequities. This term focuses exclusively on matters of fairness and balanced treatment across gender, race, and other dimensions of difference, not simply bad behavior. Why is this distinction so important? You can’t get to the root and resolution of a problem if you don’t accurately identify its source. It’s like prescribing antibiotics to cure a viral infection. It simply doesn’t work.


Take the quiz! Which of the following is a micro-inequity? q Reads email while attending meetings q Consistently forgets people’s names q Tells inside jokes q Interrupts team members q Doesn’t make eye contact q Has sidebar conversations q Frequently uses acronyms

Only one of the above is a clear micro-inequity. The others may be offensive, and even impair a recipient’s performance, but they are not necessarily inequitable. They simply represent bad behavior. “Tells inside jokes” is the only example that is a clear microinequity. By its very definition, telling an inside joke means that a select group is on the “inside,” while others are not. The other six examples simply represent bad or offensive behavior. In these examples, the behavior could have been sent indiscriminately and not related to a recipient’s, or group’s, identity. The behavior must be exhibited differently to different people to fall within the D&I arena and be designated as a micro-inequity. Let’s be clear. All of the above examples have the potential for being micro-inequities, but only if it can be confirmed that the behavior is being directed based on an individual or group identity. The following story a woman told us about interactions with her boss is a good workplace example of the danger of miscategorizing bad behavior as a micro-inequity:

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The woman was in the middle of making a suggestion at a team meeting when her boss not only interrupted her abruptly, but told her how ridiculous the idea was. She was convinced the behavior was a gender-based micro-inequity. In this particular case, I had met with the manager in question on a number of occasions and observed the same behavior directed at a wide range of colleagues. Because the woman was well-aware that gender discrimination was common in their business culture, she jumped to the conclusion that the boss’s behavior was the result of bias. However, in this example, he was an equalopportunity jerk. Sending him to a diversity-training class to remedy the problem would likely be as effective as administering antibiotics for a viral infection. Strong medicine, but wrong cure. An example from our municipal justice system of a D&I offense is the preverbal hate crime. In most cases, the only distinction between a hate crime and a basic street crime is what the perpetrator was thinking. The bottle thrown through a living room window by a vandal is adjudicated quite

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differently if the bottle has a racial epithet written on its side. In the workplace, we can increase our effectiveness at changing behavior and its damaging effects when we more accurately identify the nature and cause of a problem. One of the most effective solutions is to ensure that people understand the definitions of and criteria for micro-inequities, microadvantages, micro-deceptions, and general micro-messages, and how each relates to manifestations of unconscious bias. PDJ

Stephen Young Senior Partner Insight Education Systems Barbara Hockfield is Executive Managing Director, Insight Education Systems

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Mental Health in the Workplace: It Matters By Nadine Vogel

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mployers around the world continue to struggle with how to appropriately address and accommodate individuals with disabilities in the workplace. But of all disability types, mental health is still one of the most invisible, stigmatized, and misunderstood. I have heard many employers say that they would not hire someone if they knew that he or she was currently experiencing depression or some other mental health issue. As if this were not alarming enough, consider that researchers analyzing results from the U.S. National Comorbidity Survey, a nationally representative study of Americans between the ages 15 and 54, reported that 18 percent of those who were employed said that they had “experienced symptoms of a mental health disorder in the previous month.” The most common disorders cited were depression, stress and anxiety, and substance abuse. In fact, between 2003 and 2013, there was a 56 percent increase in depression-related EEOC workplace discrimination claims. Although human resource professionals are the usual go-to folks in an organization relative to the employment of individuals with disabilities, most say they are not properly trained to address many of the issues that arise, especially in the mental health arena. And, even when

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managers want to help, they are often not equipped with the training to do so. If an employee dealing with a mental health issue does not receive appropriate communication and accommodation at work, his or her productivity and engagement will suffer. A major part of de-stigmatizing a mental health, or other, disability in the workplace involves creating a culture where employees feel they can safely, comfortably, and appropriately disclose their disability without negative repercussions. To create such a culture, today’s corporate best practices recommend the use of disability etiquette and awareness training; immersion training on accommodations; interactive dialogue for human resources professionals, hiring managers, and recruiters; the use of a disability disclosure guidance tool; and disclosure road-shows and video vignettes. Implementing these trainings, tools, and resources enables companies to demonstrate their interest in, and commitment to, successfully mainstreaming individuals with disabilities, including those with mental health issues, into their workforce and workplace. A good place to begin the education portion of this work is to rid ourselves of the conscious bias that exists toward folks experiencing mental illness or other disabilities. This means increasing awareness, reducing stigma, encouraging employees to develop help-seeking behaviors and, of course, making sure help is available. When asked, many managers report that they “think an employee is trying to take advantage of the system when they request an accommodation due to stress or even depression.” So how do you think these managers will respond to the individual who does disclose? Probably not well. We must remember that there is a connection between mental health and productivity. If employers do nothing, costs will surely increase.

Many companies offer employee assistance plans (EAPs) that provide wonderful resources for individuals with disabilities, including mental illness. However, EAPs cannot replace the work that must be done with human resources, talent acquisition, and management. Given that mental health issues are prevalent in today’s workplaces, every employer should begin taking the necessary steps to develop an endto-end, comprehensive worksite education program that will appropriately and effectively provide support to those who need it. For employers who provide this support, it will mean good business. For employees who receive it, it will mean the world. PDJ © 2017–2019 Springboard Consulting LLC®. All Rights Reserved.

Nadine Vogel is the CEO of Springboard Consulting LLC. Founded in 2005, Springboard is recognized as the expert in mainstreaming disability in the global workforce, workplace, and marketplace. Serving corporations and organizations throughout the U.S., Canada, Europe, and Asia, Springboard has become a trusted partner in relation to disability issues and initiatives across virtually every business category. For more information, please contact Nadine Vogel at Springboard Consulting. Nadine is also the author of Dive In: Springboard into the Profitability, Productivity, and Potential of the Special Needs Workforce.


® Profiles in Diversity Journal invites your organization to participate in our 17th Annual Women Worth Watching® special celebration issue. Nominate one of your most influential women executives. This special issue will showcase the 2018 Women Worth Watching from companies, organizations, and nonprofits around the world. Those nominees selected for participation will receive a detailed and professionally written feature article in the publication, complete with their color photograph and corporate logo. The write ups dedicate an entire page to each woman and bring acclaim to their companies for promoting women's leadership within the ranks.

Since 1999

®

Learn more about this special edition and review Women Worth Watching profiles at:

All Things Diversity & Inclusion

www.womenworthwatching.com WINTER 2018

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CORPORATE INDEX BOLD DENOTES ADVERTISER BLUE PAGE NUMBER OF AD Atkinson, Andelson, Loya, Ruud & Romo............................................................................................................................... 12 Aflac.................................................................................................................................................................................................... 54 Akin Gump Strauss Hauer & Feld LLP..................................................................................................................................... 58 Aon....................................................................................................................................................................................................... 57 Castleton University....................................................................................................................................................................... 56 Dechert LLP................................................................................................................................................................................. 6, 14 Disability Matters............................................................................................................................................................................. 5 Edward Jones........................................................................................................................................................................... 56, 57 Excellus BCBS................................................................................................................................................................................... 16 First Horizon National Corporation........................................................................................................................................... 18 Fish & Richardson................................................................................................................................................................... 20, 57 GCG...................................................................................................................................................................................................... 22 HP.......................................................................................................................................................................................................... 24 Huntington National Bank........................................................................................................................................................... 26 Insight Education Systems......................................................................................................................................................... 64 Johns Hopkins................................................................................................................................................................................ 28 KPMG............................................................................................................................................................. inside front cover, 10 Krungthai AXA................................................................................................................................................................................ 30 Liberty Mutual Insurance............................................................................................................................................................. 32 MSK...................................................................................................................................................................................................... 34 New American Funding............................................................................................................................................................... 36 New York Life............................................................................................................................................ 38, inside back cover Northrop Grumman....................................................................................................................................................................... 56 PNC Financial Services Group, Inc....................................................................................................................... back cover Robins Kaplan LLP......................................................................................................................................................................... 40 Sandia National Laboratories..................................................................................................................................................... 5 Springboard Consulting LLC..................................................................................................................................................... 66 Squire Patton Boggs..................................................................................................................................................................... 42 State Street................................................................................................................................................................................. 6, 44 Sullivan & Cromwell LLP.............................................................................................................................................................. 46 SunTrust....................................................................................................................................................................................... 3, 48 United States Olympic Committee......................................................................................................................................... 50 WilsonHCG........................................................................................................................................................................................ 52 Zara...................................................................................................................................................................................................... 62

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what makes us unique as individuals, makes us stronger together. At PNC, we believe our differences make the difference in who we are as individuals. And when you bring together individuals from different backgrounds, with unique interests and perspectives, you can do more. You can be more. And you can achieve more, together. Visit pnc.com/diversity Š2017 The PNC Financial Services Group, Inc. All rights reserved. PNC Bank, National Association. Member FDIC

Profile for Diversity Journal

Diversity Journal Winter 2018: 10th Annual Diversity Leader Awards  

The 10th Annual Diversity Leader Awards Issue. You'll also find these articles: Women Worth Watching: Michele Meyer-Shipp Paying it Forward...

Diversity Journal Winter 2018: 10th Annual Diversity Leader Awards  

The 10th Annual Diversity Leader Awards Issue. You'll also find these articles: Women Worth Watching: Michele Meyer-Shipp Paying it Forward...