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United States Olympic Committee CEO Scott Blackmun (top left) Russian-born United States Paralympian athlete Tatyana McFadden (center) (See article on pages 8-9)

Inside this Double Issue: CEO’s Want to Know the Impact of Diversity on ROI TRAILBLAZERS UNLOCKING INNOVATION and DRIVING GROWTH AROUND THE WORLD 13th Annual International Innovation in Diversity Awards Role Negotiation - Reaping Mutual Benefits SPECIAL REPORT - CHAMPIONS OF DIVERSITY Announcing the 2017 Diversity Leaders

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 Š2016 The PNC Financial Services Group, Inc. All rights reserved. PNC Bank, National Association. Member FDIC


Since 1999




James R. Rector EDITOR


It’s quite apparent we’re living in a changing and deeply connected global world. Reaping opportunity from worldwide change involves unlocking innovation. To successfully build teams capable of innovation, diversity needs to be in place. It enhances creativity, creates a competitive advantage and drives results.

James Gorman DESIGNER

Dave Potokar

While the diversity conversation is anything but new, the results emerging from most industries are lip sync at best. The successful companies are those embracing change while championing diversity as a business imperative.



Throughout this edition, we share the change-agents who are welcoming diversity and the value it’s creating. We showcase trailblazers unlocking innovation and driving growth around the world. This is followed by a Special Report announcing the 2017 Diversity Leaders, who are aligning diversity initiatives as a catalyst for changing business outcomes. All of these people, companies and organizations are spearheading diversity, inclusion and human equity for generating value. They embrace diversity as the foundation and cornerstone for driving innovation, engagement, talent, culture and ultimately results. They are attracting, mentoring, sponsoring, and retaining the next generations of global leaders across their organizations. They are also eliminating barriers, narrowing gaps, implementing new policies, supporting affinity groups and are accountable for measurable results. Among those we shine the light on is the United States Olympic Committee. It is inspiring the world by demonstrating a public assessment of the U.S. Olympic and Paralympic commitment to diversity. Another is HP Inc., with one of the most diverse boards in history it is reinventing the standard of diversity. In its worldwide message to employees, partners, suppliers and customers - HP understands diversity is a business imperative and is accountable for driving progress for a diverse and inclusive culture. We also show you how at the largest networking company in the world, Cisco’s diverse representation framework is driving full-spectrum diversity responding to a changing talent landscape and realizing exponential growth. We detail how the Australian-based Future Directors Institute is empowering boardroom changeagents, while building a global movement of future thinking directors who are invested in more than just their career.

Throughout 2017, look for significant work from us focusing on women in the corporate setting. We’ll be looking to help move the dial on advancing women in leadership with industry-specific Women Worth Watching editions. The reasoning for building a more diverse workforce is to achieve greater success for any organization. It comes as no surprise that the companies with the highest diverse levels of leadership financially outperform those with lower representation.

James R. Rector, Publisher and Founder profiles@diversityjournal.com



Catalyst Dr. Edward Hubbard LETTERS TO THE EDITOR

Profiles in Diversity Journal Gemini Towers #1 • 1991 Crocker Road, Suite 600 • Westlake, OH 44145 Tel: 440.892.0444 • Fax: 440.892.0737 profiles@diversityjournal.com SUBSCRIPTIONS

Single Issue $9.95 1 year subscription (4 issues) $29.95 2 year subscription (8 issues) $54.95 Canada, 1 year subscription $34.95 Canada, 2 years subscription $64.95 International, 1 year $ 65.00 International, 2 years, $ 125.00 U.S. funds only. Subscriptions can be ordered at: www.diversityjournal.com or call customer service at 800.573.2867 Copyright © 2017 Rector Inc. SUBMISSIONS

We further share how State Street Corporation, with $29 trillion in assets under administration, is driving a culture that’s advancing opportunities for women around the world by aligning diversity and inclusion with business outcomes.

This is embracing change for creating value!

Vicky DePiore

REPRINTS: profiles@diversityjournal.com EDITORIAL: ruthhawk@diversityjournal.com PHOTOS & ARTWORK: art@diversityjournal.com FOLLOW US AT:

twitter.com/diversityjrnl scribd.com/diversityjournal facebook.com/diversityjournal linkedin.com/diversity-journal 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 18 years, we have helped to stimulate organizational change by showcasing the visionary leadership, innovative programs, and committed individuals who are making it happen.




Since 1999


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TABLEOF CONTENTS Cover Photo: Russian-born United States Paralympian athlete Tatyana McFadden who has won 17 Paralympic medals in multiple Summer Paralympic Games (center). (See article on pages 8-9.)

TRAILBLAZERS UNLOCKING INNOVATION AND DRIVING GROWTH - PROFILES OF THE INTERNATIONAL INNOVATIONS IN DIVERSITY AWARD RECIPIENTS THE TOP 10 INNOVATIONS AWARDS 1. United States Olympic Committee 2. HP Inc. 3. Cisco 4. Future Directors Institute 5. State Street Corporation 6. Electronic Arts 7. Philip Morris International 8. Plan International Canada 9. KPMG 10. The Halton Regional Police Service


Cooper Standard, Interpublic Group IPG, Moss Adams LLP, New York Power Authority, University Hospitals Cleveland Medical Center, and William Osler Health System.


Arrow Electronics, Capital One, Cisco (honorary mention three innovations), Dechert LLP, Denny’s, First Horizon National Corp., FordHarrison LLP, Hormell Foods Corporation, Latham & Watkins LLP, New York Life Insurance Company, Stikeman Elliott LLP, Sullivan & Cromwell LLP, and WilsonHCG.







53-62 | SPECIAL REPORT: LEADING THE WAY IN DIVERSITY AND INCLUSION ANNOUNCING THE 2017 DIVERSITY LEADERS • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

Aflac - Jo Anne Hill Advanced Micro Devices (AMD) - Ruth Cotter AT&T - Belinda Grant-Anderson Canadian Mental Health Association, York Region - Rebecca Shields Capital One Financial Corporation - Meghan Welch Cigna - Rosanna Durruthy Cisco - Shari Slate Coca-Cola European Partners - Stephanie Oueda Cruz Excellus BlueCross BlueShield - Joseph Searles First Horizon National Corp. - Lynne Walker Fish & Richardson P.C. - Natalie Arbaugh Ford Motor Company - Meeta Huggins HP Inc. - Lesley Slaton Brown Indiana Department Administration - Terrie Daniel KPMG LLP - Sue Townsen Krungthai-AXA Life Insurance PCL (KTAXA) - David Korunic Liberty Mutual Insurance - Dawn Frazier-Bohnert MGM Resorts International - Stacey Taylor MUFG Union Bank, N.A. - Mike Sebring NBCUniversal - Craig Robinson PNC Financial Services Group, Inc. - Marsha Jones Royal Institution of Chartered Surveyors (RICS) - Lucile Kamar Robins Kaplan LLP - Chandra Kilgriff Ryder System Inc. - Patrick Pendergast Schiff Hardin LLP - Regina Speed-Bost United States Olympic Committee - Jason Thompson Vectren Corporation - Lori Sutton Vodafone - Karina Govindji Wal-Mart Stores, Inc. - Ben Hasan Walker’s Legacy - Natalie M. Cofield Wells Fargo & Company - Regina O. Heyward WilmerHale - Nimesh M. Patel Winston & Strawn LLP - Amanda Sommerfeld

13TH Annual



This year’s Top 10 leaders and their innovations in diversity are: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

United States Olympic Committee - Diversity and Inclusion Scorecard Program HP Inc. - HP Reinventing the Standard of Diversity Cisco - Cisco’s Diverse Representation Framework Future Directors Institute - Board Kickstarter Program State Street Corporation - Professional Women’s Network: Mentoring Circles Electronic Arts - Building an Inclusive Culture in EA and in the Gaming Community Philip Morris International - Equal Salary Certification Plan International Canada - myLeadershipCafe KPMG - Inspiring Greatness: The KPMG Women’s Leadership Summit The Halton Regional Police Service - Diversity and Inclusivity Through Community Mobilization: A Shared Approach

Awards of Excellence winners: Cooper Standard, Interpublic Group IPG, Moss Adams, New York Power Authority,

University Hospitals Cleveland Medical Center, and William Osler Health System.

Honorary Mention goes to: Arrow Electronics, Capital One, Cisco (Life Changer), Cisco (Fair Pay), Cisco (Health and Education), Dechert LLP, Denny’s, First Horizon National Corp., FordHarrison LLP, Hormell Foods Corp., Latham & Watkins, New York Life Insurance Co., Stikeman Elliott LLP, Sullivan & Cromwell LLP, and WilsonHCG.




DRIVING GROWTH AROUND THE WORLD The 13th Annual International Innovation in Diversity Awards exemplify that change is the foundation for innovation and the future is connected to the power to innovate. Among this year’s Top 10 award winners are companies and organizations based in Australia, Canada, Europe and the United States. Also honored are six recipients of awards of excellence and 15 honorary mentions from a variety of sectors and geographic locations. Congratulations to all! The United States Olympic Committee (USOC) leads the team scoring the number one innovations ranking. The USOC National Governing Body Diversity and Inclusion Scorecard Program is a public assessment of the U.S. Olympic and Paralympic commitment to diversity. It impacts nearly 4 million members spanning 53 organizations and thousands of up and coming athletes and coaches in development pipelines. Taking the second spot is technology leader HP, which is setting a new diversity model for the world and sending a global message of corporate commitment and accountability for a diverse and inclusive culture.

OPENING PATHWAYS TO THE MARKETPLACE On the following pages, we profile this year’s innovation leaders and share with you how they are reinventing standards, incorporating fresh perspectives and different ways of thinking in realigning practices, linking diversity goals to performance metrics, thinking global and networking wider. The call out generated a wide-range of unique applicants from businesses and organizations around the world. The emerging focus of them all is aligning diversity and inclusion with business goals in the workplace and marketplace. We hear their voice loud and clear - Diversity is the key to unlocking the innovation that opens pathways for competitive advantages in the marketplace. It’s good for business! Ruth Hawk Editor




GOING FOR THE GOLD U.S. OLYMPIC COMMITTEE EMBRACING CHANGE With Profiles in Diversity Journal number one ranking for innovations in diversity, the United States Olympic Committee (USOC) is going for the gold! The USOC is shining the light on diversity in a public platform using a D&I Scorecard Program that is demonstrating full accountability to internal and external stakeholders. The scorecard is a public assessment of the U.S. Olympic and Paralympic family’s commitment to diversity and inclusion. It is embracing differences for optimal athletic performance and achieving better business results. Jason Thompson, director of diversity and inclusion at the USOC, joined the organization five years



ago to help directly impact the 53 National Governing Bodies and High Performance Management Organizations within the U.S. Olympic and Paralympic family. Collectively, these sport organizations are comprised of 53 CEOs; 1,028 board directors; 251 executive committee members; 4,240 standing committee members; 2,283 employees; a combined membership of nearly 4 million; and thousands of upand-coming athletes and coaches in development pipelines. REFLECTING CHANGING FACES OF THE NATION “The Olympic and Paralympic movements can thrive in the United States only if the entire U.S. Olympic

and Paralympic family strives to reflect the changing faces of the nation,” said USOC CEO Scott Blackmun. Fully recognizing that demographics across the United States have become more racially and ethnically diverse, the USOC’s D&I Scorecard Program identifies opportunities to become more diverse and inclusive as it relates to athletes, coaches, staff, board of directors and membership. The program also measures the inclusion of persons with disabilities and military veterans at every level of the organization and the 52 U.S. Olympic and Paralympic NGBs and HPMOs in a manner that respects the uniqueness of each sport and its resources. continued on page 9

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ACCOUNTABILITY TO STAKEHOLDERS By publishing D&I scorecards on TeamUSA.org, the USOC and its member organizations are publicly reaffirming a commitment to diversity and a full level of transparency. This public platform holds the USOC, NGBs and HPMOs accountable to both internal and external stakeholders of the U.S. Olympic and Paralympic movements. Under the program, each scorecard is tailored by sport to reflect the diversity of the team. For example, the benchmark for the percentage of female coaches in a particular sport is based on the percentage of U.S. Women’s National Team athletes for that sport. The scorecard measures the diversity of the USOC, NGB and HPMO’s board of directors, standing committees, staff, membership, national team coaches, athletes, and developmental team coaches and athletes. It also measures the participation of women, people of color (African American/ Black, Asian, Latino(a), Native American, Pacific Islander and two or more races), persons with disabilities and veterans. The benchmarks are designed to provide an assessment and comparison of the NGBs and/ or HPMOs while considering the uniqueness of each organization. As part of the scorecard program, a benchmark is derived from a combination of the U.S. Census, NCAA, and the specific NGB or HPMO’s data. The benchmarks are tailored to each NGB and HPMO to adjust for their staff size, financial resources and uniqueness of their sport.

DIVERSITY BEST PRACTICES The program has directly impacted how participating organizations plan diversity and inclusion initiatives. Over the last two years, NGBs have created and implemented nearly 30 diversity best practices for their organizations. For example, USA Shooting created a women’s coaching council to develop a pipeline plan to retain and advance women in the sport. Other NGBs, like USA Archery and USA Synchronized Swimming, have also used the scorecards to increase participation of women and people of color by roughly eight percent over one year. Since the inception of the scorecards, the committee has seen more targeted NGB diversity plans impacting areas of their scorecard with lower representation. Each NGB is required to develop a four-year plan aimed at increasing diversity, ranging from creating more diverse candidate pools to increasing awareness and participation in adaptive and Paralympic sports. The scorecards are a direct indicator of the effectiveness of these D&I strategies and programs. “The USOC is committed to creating a more diverse and inclusive workplace and sports infrastructure – not only because it’s the right thing to do, but because it’s effective and the success of our organization depends on it,” Blackmun said. Founded in 1894, the USOC is responsible for supporting, entering and overseeing U.S. teams for the Olympic Games, Paralympic Games, Youth Olympic Games, Pan American Games and Parapan American Games and serves as the steward of the Olympic and Paralympic Movements in the Unites States. PDJ

Bryan Snyder - Team USA Awards

Tatyana McFadden - Team USA Awards

U.S. OLYMPIC COMMITTEE Innovation D&I Scorecard Program President Larry F. Probst, III CEO Scott Blackmun Headquarters Colorado Springs, CO Website TeamUSA.org






HP is reinventing the standard of diversity. In a demonstrated fullforce commitment to a diverse and inclusive culture – the company is just getting started. In just eleven months, HP has created one of the most diverse boards in corporate America; diversified its workforce; increased women at the executive level; called for improved diversity across the legal profession; and put out a worldwide message to employees, partners, suppliers and customers that HP is accountable for driving progress for a diverse and inclusive culture. “Diversity is embedded into everything we do; everyone at every level is accountable for HP’s diverse and



inclusive culture,” said Chief Diversity Officer Lesley Slaton Brown. HP is recognized for having the most diverse Board of Directors of any technology company in the United States. It is nearly 40 percent women and 23 percent underrepresented minorities. DIVERSITY IMPERATIVE FOR SUCCESS HP is clear in its worldwide diversity message that diversity is a business imperative and its executive leadership team is at the helm of driving progress. Its corporate commitment to diversity includes thought, experience, race, ethnicity, gender, and perspective. It starts at the highest level of the company with President and CEO Dion Weisler, who is active in the

mission and says diversity is the cornerstone and foundation for driving innovation, business results, engagement, talent and culture at HP. The focus on diversity initiated toward the end of 2015 when HP was created from the Hewlett-Packard split into two companies: HP, the computer and printer business, and Hewlett Packard Enterprises, an enterprise focused product and service organization. HP started at the top with creating one if the most diverse boards in history. It also has a new executive leadership team that includes global citizens representing seven countries, with women in three of those top positions. continued on page 11

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“We engage advocates and diversity thought leaders through of our new Global Diversity Advisory Board with charter to increase diversity and foster inclusion in order to impact business outcomes,” Brown said. “We are ensuring diversity isn’t viewed as just an action for HR, but it’s understood as a business imperative and part of all we do,” she added. The company’s driving message is tied to it strategies for BIG Belonging, Innovation, and Growth. DRIVING CHANGE With a slogan “We are the new HP,” company leaders continue disrupting the system to drive change. With revenues of about $57.3 billion, HP has applied a thorough intentional organizational design in the separation of its workforce worldwide. Shortly after the company split, HP increased women at the executive level by 4 percent. That number has continued to rise and today almost a third of HP leaders (director and above) are women. Over the past year, HP has launched diversity and inclusion awareness campaigns with on line resources, webinars, videos, and compelling employee stories for global digital events and the company continues to merge diversity into all areas. The company is helping to drive business impacts through Employee Resource Groups around the globe. HP Inc. initially

launched with 40 ERGs and in less than a year nearly doubled that number to 77 ERG chapters in 19 countries. This past summer, HP Chief Legal Officer and General Counsel Kim Riviera was one of three Fortune 500 general counsels who called on their outside counsel to closely scrutinize law firms’ diversity demographics and inclusion policies. The action was in response to the release of the American Bar Association’s Diversity and Inclusion 360 Commission’s Model Diversity Survey. In another unique initiative, HP Chief Marketing Officer Antonio Lucio has called on HP’s advertising and public relations agencies to submit a plan laying out how they will significantly increase the number of women and minorities in key creative and strategy roles within a year. HP recently celebrated the 50th anniversary of HP Labs in an event where leaders shared insights on the role diversity has in innovation. The key message touted was diversity is the cornerstone and foundation for innovation. “We encourage the conversation, educating on unconscious bias, cultural competence and diversity topics across the company where it’s our way of working and interacting each day,” Brown said. PDJ

HP Innovation Reinventing the Standard of Diversity President & CEO Dion Weisler Industry Technology Headquarters Palo Alto, California Website hp.com




Full-Spectrum Diversity CISCO BUILDING FRAMEWORK FOR DATA-DRIVEN INSIGHTS TO HELP INCREASE DIVERSITY As the largest networking company in the world, technology leader Cisco is focusing on the value of what they refer to as “full spectrum diversity” to drive innovation. They define “full spectrum diversity” to include a focus on gender and ethnicity, orientation, ability, generation, backgrounds, cultures, perspective, experience, affiliations, work styles and points of view. Cisco is looking to expand their insight into the challenges and opportunities to source and retain diverse talent in today’s ever changing marketplace.

The company is launching a new solution known as Diverse Representation Framework (DRF) – built for Cisco, by Cisco. DRF provides data and insights to enable hiring managers and leaders to assess the talent pool in the markets where they do business and use that information to identify, hire, retain and promote diverse talent within the company. “Our goal has always been to mirror the talent pool in the markets where we do business,” said Shari Slate, Cisco’s Chief Inclusion and Collaboration Officer.

Its vision has and continues to be about building a highly inclusive and collaborative environment where talent can thrive - a future that is being shaped by digital transformation. To accomplish this goal, they are moving beyond a generic industry approach by building an innovative new framework that will provide powerful analytics to enable real-time decision making.

There is a value that the mix of talent creates for the company. Cisco sees diverse representation as an enabler of innovation and value creation. And the research proves it. According to the McKinsey & Company 2015 Diversity Matters report, they found a correlation in the mix of talent and its impact on performance. The study found



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that companies with higher rates of gender and ethnicity realize higher financial rates of return as compared to companies that didn’t have a diverse mix of talent. The Diverse Representation Framework addresses five key areas: • Redefine: Mirror the market based on the jobs that they hire • Rethink: Size the market in an inclusive manner • Reset: Leverage new insight to reset baseline for representation • Respond: Find qualified diverse talent that meets the skills and experience levels to hire in the places they do business • Realize: Create and foster best teams “We believe that true business intelligence and actionable insights have been a missing link in our ability to find and attract the diverse mix of people in the markets where we do

business,” Slate said. “It’s a problem that’s common in our industry – and with DRF we’re creating uncommon solutions to address the issue.” Cisco plans to operationalize and scale DRF with its leaders around the world. The goal is to increase fullspectrum diversity in every function, every job family, and across every geography at Cisco to create the most inclusive and innovative culture possible. “Our Diverse Representation Framework gives us a better understanding of the talent profile in the marketplace globally. We will now have the analytics and data that will enable us to work differently as a company. This framework is a game changer for us in identifying and attracting the best talent,” Fran Katsoudas, Cisco chief people officer said. PDJ

CISCO Innovation Diverse Representation Framework CEO Chuck Robbins Industry Technology Headquarters San Jose, California Website cisco.com




EMPOWERING BOARDROOM CHANGE AGENTS BUILDING BETTER BOARDS THROUGH GENERATIONAL DIVERSITY The Australian-based Future Directors Institute is on a mission to change the world, one board director at a time. Its award-winning Board Kickstarter Program is empowering the next generation of boardroom change agents and connecting Australia’s emerging leaders with a clear roadmap into the boardroom. The results are balancing diversity in boardrooms by connecting younger leaders who bring different perspectives, different experiences and different ways of thinking. The Institute is supporting and expanding the diversity debate, helping to shift mindsets and ultimately aim to influence the future of business via the boardroom. “In the new economy, governance is about purpose, culture, sustainability, agility, human capital and innovation, as well as traditional areas of risk and performance,” says Future Directors Institute CEO Paul Smith.



GOVERNING A NEW ECONOMY “Boards are increasingly looking at the next generation of directors because they look at the world through a lens of where the world is going, not where it has been,” Smith said. He elaborated that young people bring those different perspectives by having grown up in a digital economy that changes constantly. The Institute is unique with a focus on age diversity, where in Australia the average age of directors is 60. “We believe a good mix of all ages is necessary to govern in the new economy. This is not out with the old and in with the new, but adding the new,” Smith said. “Diversity leads to better performance and we believe that generational diversity can and will drive better decisionmaking and improve financial, social, environmental and governance outcomes,” he added.

While boards are rightly focused on gender diversity, Smith says younger directors bring that extra dimension of cognitive diversity that can help solve big problems. “They see the world differently; are digital natives, more collaborative and purposeful,” he said. EMERGING DIRECTORS EMPOWERING POSITIVE CHANGE The innovative Kickstarter Program launched in 2015 with an aim at Generation X and Generation Y (ages 20-50). In just over a year, it has helped over 160 emerging leaders start or enhance their board careers, helping them decide whether they have what it takes; identifying what their unique contribution and impact; and creating a clear roadmap to boards that best match their values and skills. In the pipeline, the group is developing an online program for mid-tier boards designed to help continued on page 15

Future Directors Institute CEO - Paul Smith continued from page 14

them overcome some of their most significant future challenges. In 2017, the group will also launch a Board Influencer Program to support those who have newly been appointed to a board role and bring clarity to how they can be heard and positively influence their boards. The intent is to empower advocates for positive change toward the new economy with the tools, knowledge and courage to be a voice for diversity. The long-term goal is to help purposeful leaders around the world impact outcomes via boardrooms and over a generation influence how boards embrace diversity and a quadruple bottom line, stakeholder approach. SECURING BOARD ROLES “We have seen a significant number of our graduates secure board roles with start-ups, non-profits, private and public companies. Indeed our youngest graduate, now 21, is now a non-executive director of Australia’s

Future Business Council. But, not everyone seeks a board role straight away as they learn how much work and development is required,” Smith said. Graduates of the Institute include C-Suite to junior management, entrepreneurs, accountants, consultants, digital experts, marketing professionals, investment analysts, angel investors, engineers, government managers, HR professionals, coaches, academics, journalists and sustainability professionals. “We connect them to boards plus provide valuable research and content to aid their journey,” Smith said. As alumni, graduates have access to networking, webinars with boardroom experts in digital, influence, and governance. PDJ

Future Directors Institute Innovation Board Kickstarter Program CEO Paul Smith Headquarters Melbourne, Australia Website futuredirectors.com.au




STRONGER TOGETHER ALIGNING INCLUSION WITH BUSINESS PRACTICES TO ADVANCE OPPORTUNITIES FOR WOMEN State Street Corporation, a worldwide financial services holding company, is driving a culture that’s advancing opportunities for women around the world. The company’s Professional Women’s Network’s (PWN) Mentoring Circles is aligning diversity and inclusion with business outcomes. The growing network provides career progression and professional development opportunities, connecting more than 4,000 employees across the globe. State Street operates with over 30,000 employees in more than 100 geographic markets worldwide, with $29 trillion in assets under custody and administration and $2.4 trillion under management. With global mentoring, its employees are able to create connections and strengthen their work community across locations, functions and business lines. GLOBAL ADVISORY BOARD GUIDANCE PWN works closely with a Global Advisory Board that provides



guidance to its 26 global chapters, representing the company’s largest employee resource group. “Inclusion and diversity are strategic imperatives at State Street, and our employee networks are essential in making sure we provide a supporting and working environment for the workforce,” said Managing Director of Global Inclusion Julianne Haskell. The board has an equal number of female and male executives that “… not only helps to change the conversation on the PWN efforts, but also allows us to potentially reach an entire new demographic,” Haskell said. These executive-led, group-based women’s mentoring forums are aimed at helping members advance their personal and professional goals. This helps put one of State Street’s core values, “Stronger Together”, into action by helping participants gain new knowledge, shape perspectives, and forge new and lasting relationships. Its circles are small, cross-functional groups that include junior level associates, middle managers and

senior leaders who work together to share insights, experience and support. While PWN has developed a guide that includes research-based topics that are proven to enable the advancement and promotion of women, each Mentoring Circle agrees on the topics they want to explore. Common themes have included: effective communication, power of networking, psychology of success, work/life balance, personal branding, executive presence, owner’s mindset and introverts vs extroverts. GLOBAL GROWTH The response from those involved has been tremendous, and has helped to increase the number of participants by 270 percent over two years. It has also enhanced the quality of interaction in the group. The group started as a pilot program with 10 circles in 2014 led by executives with 100 mentees and quickly grew to 50 circles strong led by executives with more than 250 mentees. continued on page 17

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This successful Mentoring Circles Program has been adopted by several global PWN chapters across the organization. The group has expanded to locations such as Sacramento, Hong Kong, Edinburgh, London, Kansas City and New York City. In addition, this program has also been critical in engaging men in supporting women’s advancement in the organization. Last year, forty percent of the groups’ 1,500 members

in Massachusetts attributed career progression to PWN. What’s more, 75 percent said they developed professional skills through engaging in this network, according to Haskell. State Street’s PWN was recently recognized with the 2016 ERG Council Honors Award from the Association of ERGs & Councils. PDJ

State Street Corporation Innovation Professional Women’s Networks Mentoring Circles CEO Joseph L. Hooley Headquarters Boston, Massachusetts Website statestreet.com




ELECTRONIC ARTS IS WORKING TO BUILD AN INCLUSIVE CULTURE AT EA AND IN THE GAMING COMMUNITY Electronic Arts (EA) has more people playing more games on more platforms in more geographies than ever before. The company estimates about 2.6 billion people around the world play games and the average age of the player is 35 years old. As players have gotten more diverse, EA is committed to mirroring that audience in its teams, developing an inclusive culture across EA, and giving back to communities around the world to delight its global players.

was important for us to go beyond awareness of unconscious bias.” In 2016, EA launched Inclusion@ EA, a global, unconscious bias training focused on awareness, identification and committed action delivered through intact teams and co-facilitated by senior leaders. Business leaders cofacilitated sessions to set expectations of leadership and demonstrate their commitment to creating an inclusive work environment.

“I am proud to be part of a relationship based culture inside EA where diverse perspectives thrive and serve with passionate colleagues as we continue to develop rich relationships with our communities in service of our players,” said David Kim, Head of Global Diversity Inclusion & CSR. EA has diverse employees from all parts of the world and a dynamic, creative culture that can vary by studio, location or different communities on any given site. “At the core, we are a creative company and having an inclusive culture enables engagement, innovation and ultimately allows different perspectives to create an incredible player experience,” said Kim. “It

The aim of the program is to impact individual behavior around engagement and performance as well as reduce bias in the hiring, and talent management process. The initiative is being rolled out across the world to all of EA’s 8,500 employees across more than 40 global locations after its CEO and all SVPs completed the workshop in 2016.

PLAY TO GIVE In 2016, EA also launched its first annual global Corporate Social Responsibility (CSR) campaign called Play to Give. Play to Give launched alongside EA’s large consumer event, EA PLAY, and used the spotlight to bring attention to charitable organizations that aligned with EA’s CSR mission of supporting K-12 STEAM Education (Science, Technology, Engineering, Arts, and Mathematics) and Inclusion. EA donated a total of $1 million to five organizations: United Nations HeForShe campaign, the National Center for Women & Information Technology, Code2040, Code.org, and SpecialEffect. To raise awareness with players of these charities, EA launched five in-game challenges for players to complete to help raise awareness. Battlefield 4 and Battlefield Hardline, Star Wars Battlefront, Star Wars Galaxy of Heroes, FIFA 16 and Madden NFL 16 all promoted Play to Give in-game, resulting in over 3.4 million engagements in the challenges. In addition, EA shared stories of these charities with media and on social, generating millions continued on page 19



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of impressions online and 34 media stories about the campaign. PROMOTING DIVERSITY IN GAMES EA also proudly promotes diversity within its games, with examples seen across titles launched in the past couple of years. • Dragon Age: Inquisition introduced EA’s first transgender character, Cremisius “Krem” Aclassi. In the game’s storyline, Krem is a lieutenant in the army who as a child grew up female, but later on in life discovered that his true gender identity is male.

• In 2016, FIFA introduced its first story mode, allowing for a fictional character to be introduced for the first time. Alex Hunter is a mixedrace 17-year-old from humble roots in Clapham, London. • In June, EA’s Maxis studio created and launched expanded gender customization options in The Sims 4, allowing for gender neutral clothing, voice style and personality types. The feature allows players the ability to customize their characters without the gender boundaries.

“It’s important for all our players to have the tools to be creative and express themselves in an inclusive environment,” said Lyndsay Pearson, Lead Producer, The Sims 4. EA recognizes that by creating an inclusive culture where diverse perspectives and employees thrive, they will create better games that more people around the world will be able to enjoy. PDJ

Electronic Arts Inc. Innovation Building an Inclusive Culture at EA and in the Gaming Community CEO Andrew Wilson Headquarters Redwood City, California Website ea.com





With employees from all corners of the globe, Switzerland-based Philip Morris International (PMI) is unlocking innovation and fostering gender balance through a unique equal-salary certification program. “Equal pay awareness can significantly and genuinely support narrowing the pay gap and improving economic conditions for women in



the workplace,” PMI Diversity and Inclusion Vice President Raquel Blanc said. PMI is the world’s leading international tobacco company. With revenues of over $80 billion, the company has over 82,000 employees and 50 manufacturing facilities worldwide. It implements formalized salary certification procedures in

different countries with the aim of having third-party verification and endorsement that it pays equally, regardless of gender. The program has been successful in areas of Europe and in Japan and the company is currently embarking on a global rollout. “Our aspiration is to make this certification a worldwide recognized label for equal pay,” said continued on page 21

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PMI Diversity and Inclusion Manager Laetitia Tierny.



External certification provides a practical solution to validate internal practices. With that in mind, PMI partnered with a Swiss non-profit Foundation called Equal Salary. The Foundation has established a certification procedure and methodology that is recognized by the Swiss Confederation, Swiss Federal Court and the European Commission. It follows the systematic approach of ISO 9000 standards (quality management systems) and is composed of a statistical analysis involving external verification of all employees’ salaries as well as a thorough audit process. The audit process is conducted by the international auditing and certifying company SGS.

The principle of equal pay for men and women is enshrined in the legislation of the majority of countries. However, Blanc says, “There are still substantial differences in pay throughout the world. While most companies claim to pay men and women the same, it is difficult to verify and prove,” It doesn’t have much value unless endorsed by a third party independent body,” she added. There are still substantial differences in pay throughout the world. For example, in Switzerland, the gender pay gap is 15 percent and its economic impact is estimated to be CHF 7.7 billion per year for the country. PMI is leading the way in this area by engaging in certification procedures in different countries.

In 2015, PMI was the first multinational to receive the equalsalary certification in Switzerland. Following this milestone, the company embarked on a certification procedure in Japan. This marked the first time the Equal-Salary Foundation certified a company outside of Switzerland.

“We are very proud that our Japanese affiliate officially received its certification, especially as Japan has an estimated pay gap of 27 percent. It proves that the methodology can be used in any country,” Blanc said. GENDER BALANCE PROGRESS The company says that the key benefits of obtaining external certification include improved corporate reputation, enhancement of employer branding and optimized talent retention and acquisition. Ultimately, it supports progress in having gender balance across the organization. Engaging leadership, building capability around diversity and inclusion as well as fostering systemic and programmatic changes are part of PMI’s strategy to create a more diverse and inclusive organization. “This will enable us to maintain a competitive and changing environment by unlocking innovation and fostering growth,” Blanc said. PDJ

PHILIP MORRIS INTERNATIONAL Innovation Equal Salary Certification CEO Andre Calantzopoulos Operational Center Lausanne, Switzerland Website pmi.com




INCLUSIVE LEADERSHIP FROM PROCESS TO PURPOSE Global Development Agency Sets Baseline for Inclusion Global development agency Plan International Canada is a movement for change, mobilizing millions of people around the world to support social justice for children in developing countries. The organization works to end poverty and improve the lives of children around the world. In 2016, Plan International Canada launched the myLeadershipCafe to create an online portal for internal and external training, helpful resources and a ‘pick and pack’ toolkit for all leaders across the organization. “The purpose was to be transparent in our expectations and understanding of leadership and provide a baseline of leadership as it relates to how we operate culturally with inclusion,” Vice President of Organizational Effectiveness Deborah Singh said. With this intent, the organization created the opportunity for staff to hold leaders accountable for development and performance aligned with the organization’s values. This feeds into a validation metric on its employee survey where it calls out staff leadership.

opportunities and learning from external providers. Its platform is self-directed to allow individuals to learn more about leadership. “We believe that every individual has the capacity to lead and with this in mind created café to instill empowerment and shared ownership over one’s learning development supported by the organization,” Singh said. “It is inclusive by nature and virtual which gives staff access 24/7 and that is helpful given our international work in over 60 countries worldwide,” she added. The benefits of the initiative are of interest to staff for learning more about leadership in a non-intrusive way that enhances the value the organization attributes to leadership.

LEARNING ABOUT LEADERSHIP The agency’s myLeadershipCafe leverages customized internal training, integrates external training

In related areas, Plan International Canada is also piloting an Inclusive Leadership post graduate certificate


“It is a great development track for those who aspire to lead or those who wish to continue to lead in a way that embraces our culture and values,” Singh said. The program is positively impacting growth of the organization and the culture as leaders continue doing the right thing for an organization improving lives around the world. PDJ

INVESTING IN LEADERSHIP The café formalizes how the organization invests in leadership. It starts with a custom designed threeday Leadership Essentials training for all People Leaders, a customized twoday session for senior management through CEO and then a one-day Aspiring Leaders training for those who do not lead today but one day hope too.


with a cohort of leaders at all levels of the organization. Success will lead to leveraging the training internationally for leaders across the organizations over 8,000 people operating in more than 60 countries.

Plan International Canada Innovation myLeadershipCafe CEO Caroline Riseboro Headquarters Ontario, Canada Website plancanada.ca





KPMG INSPIRING NEXT GENERATION OF WOMEN LEADERS WOMEN’S LEADERSHIP SUMMIT FOCUSES ON MOVING WOMEN TO C-SUITE KPMG LLP is well-known for having a strong focus on the advancement, development and empowerment of women. Its annual KPMG Women’s Leadership Summit exemplifies this commitment, serving as an investment in the next generation of women leaders - with the ultimate goal of increasing the number of women in C-suite positions in corporate America. The summit brings together 100 of today’s most accomplished leaders from multiple industries to inspire 200 next-generation women leaders who are nominated by their CEOs to attend. Following the summit, the next-generation women leaders that attend are provided with yearlong programming which includes content, tools and networking to help them advance to C-suite positions. INCREASING WOMEN IN LEADERSHIP “The goal of our summit is to increase the number of women in the C-suite by empowering the next generation of women leaders to reach their highest aspirations and potential,” KPMG Chairman and CEO Lynne Doughtie said. “We are very pleased to bring together a remarkable group of leaders, representing many fields and industries, who share their perspectives on how women can move forward with great confidence and resolve,” she added.

continued on page 25



Condoleezza Rice speaks at the KPMG Women’s Leadership Summit

tie Lynne Dough s an and CEO es rm n ai at h re C G . e .S ir KPMG U MG Insp P K G 16 M 20 P e K ts th at the (left) presen stam (right) n re So a ik n Award to An mit. dership Sum Women's Lea

continued from page 24

The summit serves as a catalyst to empower women and it includes the golf course! The summit is hosted annually during the week of the KPMG Women’s PGA Championship, a world-class, annual major golf championship. Keynote speakers at the KPMG Women’s Leadership Summit have included Duke Energy Chairman, President and CEO Lynn Good; and KPMG Inspire Greatness Award recipients 66th U.S. Secretary of State Condoleezza Rice and LPGA Legend Annika Sorenstam. Speakers and panelists at the 2016 summit included Amy Hood of Microsoft; Regina Dugan of Facebook; Elena Donio of Concur; Diane Bryant of Intel; Mary Meeker of Kleiner Perkins Caufield & Byers; LPGA Tour champion golfer Stacy Lewis; and Olympic Gold Medalists Shawn Johnson, Lisa Leslie, and Megan Rapinoe. The third annual KPMG Women’s Leadership Summit will take place in June 2017 at Olympia Fields County Club in Illinois. KPMG FUTURE LEADERS PROGRAM Proceeds from the KPMG Women’s PGA Championship and KPMG Women’s Leadership Summit fund an ongoing charitable initiative called the KPMG Future Leaders Program to develop new generations of female

leaders. It affords top female high school seniors across the country the opportunity to enhance their personal growth through college scholarships, a leadership development retreat at Stanford University, a mentoring relationship with a woman business leader, and an introduction to golf. Condoleezza Rice serves as the KPMG Future Leaders Program ambassador. PDJ

KPMG LLP Innovation KPMG Women’s Leadership Summit CEO Lynne Doughtie Headquarters New York, NY Website kpmg.com




One Vision, One Mission, One Team COLLABORATIVE STRATEGIES

ADDRESSING CONTEMPORARY ISSUES The Halton Regional Police Service is widely known as one of the most progressive community policing services in Canada. It is recognized for award-winning programs reaching out to partner with over 500,000 people in the diverse communities it serves. With a Service of over 1,000, the police officers work in tandem with private citizens for creative ways to solve contemporary community problems. By forging strong links with the communities through Community Mobilization Bureaus, the police service has enhanced communication through ongoing relationships between its officers and the public. “In Halton, we have some of the best officers this country has serving our community – from which our reputation is built. We boast low crime rates and safety ratings ahead of any other municipality our size in Canada,” Halton Police Deputy Chief Nishan Duraiappah said. “We, with key partners must keep our region ahead of the curve and further galvanize our local environment to

keep us apart from the broad complex issues elsewhere. We have chosen to not wait, but to push boundaries on our existing activates to new standards. Our efforts to enhance and develop new innovative programs are the key. We have chosen to not do this alone. Where possible bring non-police contributors into the development, delivery of our programs and initiatives,” he added. IDENTIFYING MUTUAL PRIORITIES During the past year, a number of world events have placed members of Halton’s mosaic of communities at heightened levels of vulnerability. The increased community mobilization efforts have significantly contributed to identifying mutual priorities and collaborative strategies to address risks while increasing protective factors. As a result, the police bolstered service responses to those who felt potentially vulnerable to retaliatory acts to increase residents’ feelings of safety, support and inclusivity. Support included crime prevention seminars,

security audits, public support and heightened levels of patrol. The Service have also put in place a Halton Newcomer Efforts program, to provide multi-sectoral support for newcomers to the Halton Region, including incoming Syrian refugees. Back in 2015, the Halton Regional Police Service underwent a comprehensive review on deliverables in the area of diversity and inclusivity across its communities. The intent was to enhance service aptitude in the areas of aboriginal and First Nations matters, responding to changes in demands based on generations, enhancing antiracism strategies, building cultural competency, LGBTQ work and other diversity and inclusion skills. Collaborative efforts were supported through a Regional Diversity Engagement Forum. As part of this, leaders were consulted in all areas of police service delivery through business planning consultations and surveys. During feedback sessions, effectiveness was measured and mutual continued on page 27



continued from page 26

priorities were identified that spawned new diversity and inclusion education programs, partnerships and training. BOLSTERING LEARNING OPPORTUNITIES FOR MEMBERS Diversity partners contributed in creating and delivering the curriculum with a focus on creating organized concepts. Programs implemented in 2016 include: • Employer Partner of Canadian Centre for Diversity and Inclusion (CCDI). • New Members Training (Recruits): Designed to provide a competent understanding of importance of concepts. It consists of discussion panels, case studies, and guest lecturers provided by the local settlement agency and service users. • Training Officers (Recruit Coach Officers): Officers attend two day learning session and an annual one day symposium on best practices in the area of diversity and inclusion. It is accompanied by regular training modules built by community partners. • Career Long Training: Involves implementing strategic training for all members which is specific to Cultural Competency, Diversity and Inclusion and Bias Awareness training. COLLABORATIVE STRATEGIES TO ADDRESS CONTEMPORARY ISSUES Policing has undergone a complicated evolution resulting in the need to understand that global events have reverberating impacts on local safety and wellness. Through collaborative discussions an immediate organizational need to develop localized responses to prevent secondary harm to those

events was identified. In 2016, there were a number of world events which placed members of Halton’s diverse communities at heightened levels of vulnerability. HRPS responses relied on identification of mutual priorities and collaborative strategies to address risks while increasing protective factors for priority populations. This plan was utilized a number of times:

in Action,’ a Canadian Caribbean Association of Halton program, that further provides an opportunity for members to strengthen relationships in the diverse communities. PDJ

• Enhanced Service Response to Prevent Vulnerability: Delivered in consultation with those who felt potentially vulnerable to retaliatory acts. Feelings were based on perceived faith or cultural connections to persons identified as responsible for worldwide acts of hate or terrorism. Supports included crime prevention seminars, security audits, public support and heightened levels of patrol. Over 100 officers devoted to these efforts designed to increase feelings of safety, support and inclusivity. • Multi Faith Support Team (MFST): The MFST is a resource to members and gives them tools to handle situations, and make them more knowledgeable of the communities we serve. • Diversity Engagement Forums: Involves members of services meeting with community partners from all areas of the community to learn more about how it can serve better and meet their needs. • Youth Leadership Programs: Police Ethnic And Cultural Education (PEACE) is designed as a youth leadership program that teaches young members of the community about the community. It is through this interaction that police are able to strengthen relationships with members of the community to make a positive difference. Members taking in part in ‘Youth

Halton Regional Police Service Innovation Diversity and Inclusivity through Community Mobilization Agency Executive Chief of Police Stephen J. Tanner Headquarters Halton Region - Ontario, Canada Website haltonpolice.ca



COOPER STANDARD Values the diverse perspectives and contributions of our employees




COOPER STANDARD Innovation: Careers for Veterans Program Agency Executive

Jeffrey Edwards Headquarters Novi, Michigan Website cooperstandard.com

COOPER STANDARD TEAMS WITH NASCAR PROVIDING OPPORTUNITIES FOR VETERANS Cooper Standard has a history of supporting military veterans by providing career opportunities and training for men and women transitioning from active service. Its dedicated Careers for Veterans Program actively promotes the welcoming culture for veterans to join Cooper Standard. This initiative increases public awareness of the advantages of transitioning veterans back to civilian life and actively supports several veteran transition training programs. The company-wide commitment to recruit, support, and hire veterans transitioning back to the civilian workforce created a campaign inspiring other employers to do the same. The leading global supplier of systems and components for the

automotive industry has approximately 30,000 employees in 20 countries.

the Careers for Veterans 200 at the Michigan International Speedway.

As part of the program, the Cooper Standard’s internal affinity group, named “Salutes”, provides support in veteran employee orientation, mentoring and coaching, career assistance and workplace networking. The group also works together on many veteran related charitable activities.

The event raises funds for nonprofit organizations to provide transition training, such as the Next4Vets program developed for returning women veterans who are transitioning from active duty to the workplace. The first Next4Vets class of women graduated in 2014. It also provides funding to expand veteran-oriented scholarship programs in colleges through a partnership with the Manufacturing Institute. Cooper Standard is widely known for embracing diverse backgrounds and unique perspectives to help cultivate a culture of engagement and innovation. The Company’s Career for Veterans initiative is just one of the many programs Cooper Standard supports to encourage and foster a culture of diverse talent. PDJ

TEAMING WITH NASCAR Cooper Standard has leveraged its partnership with NASCAR driver Brad Keselowski and his team, Brad Keselowski Racing (BKR), to further advance the awareness of its Careers for Veterans initiative. Together, Cooper Standard and BKR have brought national attention to the importance of hiring military veterans since 2013 with the sponsorship of





PRODUCING TOP D I V E R S E TA L E N T As a global leader with a longstanding commitment to diversity and inclusion, Interpublic Group’s (IPG) leadership program is developing and advancing senior level high potential diverse individuals. The Interpublic Diverse Emerging and Aspiring Leadership (IDEAL) program is successfully developing and advancing high potential, women and people of color on the cusp of executive ranks. A novel aspect of the program is that unlike many leadership programs, IDEAL goes beyond training. It actually changes the context for success because it also changes the environments by strengthening the participants’ managers skills, creating comprehensive development plans and enhancing support through the addition of mentoring and coaching. RELATIONSHIPS AND PROMOTIONAL OPPORTUNITY The IDEAL program structure is based on research showing relationships are central to promotion opportunities and that career advice varies by demographic group. Under the program, protégés spend time with their managers on specific developmental and performance goals with targeted metrics. Program workshops focus on business, financial



and strategic acumen, as well as on helping both the high potentials and their managers understand and navigate how diversity may impact careers and job performance. Together the protégés and managers identify senior executives to serve as mentors to achieve identified goals and then work with these senior executives for six months. Managers receive training on performance management and diversity issues. The program is further supplemented with networking and professional development, including a Thought Leaders Series, that features top executives such as IPG’s CEO Michael Roth and Chief Strategy Officer Philippe Krakowsky addressing business issues. As of January 2017, over 60 percent of the original protégés have been promoted. Regarding their business, strategic and financial acumen, 82 percent reported these attributes improved as a result of their participation in the program. All of the managers who participated in the program reported their working relationships were enhanced, that their performance feedback skills were strengthened and that they gained insights to help their direct reports navigate the forces that diversity can exert on careers. PDJ

Interpublic Group (IPG) Innovation IDEAL Leadership Program CEO

Michael Roth Headquarters New York, New York Website interpublic.com



STRENGTHENING PIPELINE OF WOMEN PARTNERS There’s a sense of pride in the air at Moss Adams LLP. As one of the largest accounting and business consulting firms in the United States, Moss Adams is strengthening its pipeline of qualified women professionals through a leadership development series. The innovative program is increasing the representation of women in leadership roles and at the partner level. Through its innovative GroWth series, the firm targets high potential senior managers and helps them establish building blocks for success. This includes defining a personal brand, developing high performing teams and building out business networks. The GroWth Series kicked off in January 2016 with 16 participants and a spirit of valuing diversity, paying it forward, and changing the industry from the inside out. It is an extension of the firm’s successful Forum W program that launched eight years ago, to attract, develop, retain, and advance talented women at the firm. Women represent 26 percent of the firms’ partners, and it is aiming for 30

percent by 2022. The GroWth Series is designed to strengthen the pipeline of experienced women professionals by targeting high-potential, two to four year, senior managers. The program encourages people to become “famous” in their areas of expertise. This involves focusing on specific areas of practice and identifying strength and development areas in order to become a true expert in one’s area of business. It further focuses on building highperforming teams for serving clients. “To grow one’s career, senior managers benefit from increasing their attention on being strategic rather than being tactical,” Moss Adams Executive Director of HR Jen Wyne said. “Delegating appropriately, coaching, providing feedback, and demonstrating mutual respect helps you build an engaged and successful team,” she added. Building your business portfolio, entails knowing compliance and consulting services, networking, seeking outside speaking engagements, presenting impactful proposals, and generally becoming known as an expert in a specialized area of work.

Each participant is paired with a woman partner who serves as their coach throughout the program. The coaching assignments expand the participant’s network by pairing them with a partner with whom they typically have little interaction. The program supports the firms Forum W’s mission. It focuses on four key areas helping women succeed at the firm: engaging in meaningful dialogue, building internal and external networks, fostering relationships through mentoring, and providing ample growth and leadership opportunities. PDJ

Moss Adams LLP Innovation GroWth Series CEO Chris Schmidt Headquarters Seattle, Washington Website mossadams.com




POWER COMPANY FOSTERING DIVERSITY COMBINING BOTTOM LINE AND PERSONAL SATISFACTION The nation’s largest state power organization is fostering diversity and inclusion with an emphasis combining the bottom line and personal satisfaction.

the past two years. Similarly, the number of women in management and director positions has increased 11 percent across the board, while minorities went up 18 percent.

The New York Power Authority (NYPA) is integrating innovative leadership initiatives that focus on diversity recruiting and make employees feel welcome and supported.

Engineer Daniella Piper, who is of Afro-Caribbean descent, started at NYPA as a college intern. Less than 10 years later, she is the project manager for two of NYPA’s largest initiatives: the $726 million Transmission Life Extension and Modernization Project and the $58 million Marcy South Series Compensation Project. Piper attributes much of her career growth to the “positive environment” at NYPA as well as programs and opportunities that helped prepare her for more responsibility. She said NYPA allows people to succeed, regardless of their background, if they have the willingness and drive to do so.

“Female and minority engineers are specifically underrepresented industry-wide in the power profession,” said NYPA Director of Recruiting Barbara Coles. NYPA is demonstrating commitment to those numbers, providing more leadership opportunities for all, and recruiting more female and minority employees as a major component of its Strategic Vision 2020 plan. Its innovative initiatives have been a success, with an 18 percent increase in minority employees and a 7 percent increase in female employees over



Piper also participates in activities through Women in Power, a NYPA employee resource group, and New York State’s Women in Communications and Energy, a group

that encourages networking and knowledge-sharing among women in utility-related jobs. Encouraging Piper, and other similarly motivated employees, to move into positions of higher responsibility illustrates NYPA’s commitment to an underutilized but valuable labor pool and its willingness to let female engineers realize their maximum potential. PDJ

NEW YORK POWER AUTHORITY Innovation Providing Opportunities for Everyone to Succeed CEO Gil Quiniones Headquarters White Plains, New York Website nypa.com


GLOBAL MODEL WOMEN’S HEALTH TRAINING PROGRAM EDUCATING SPECIALTY TRAINED PHYSICIANS IN GUYANA The world-class clinical and research centers at University Hospitals Cleveland Medical Center have exciting programs that have a significant impact on lives around the world. One of them is a partnership forging a successful global health residency program in Guyana. The model WONDOOR program, pronounced "one door," stands for Women and Neonates, Diversity, Opportunity, Outreach and Research. It is Guyana’s first obstetrics and gynecology residency program and has demonstrated significant success in improving maternal health outcomes. Physicians from UH Cleveland Medical Center and a handful of other hospitals in the United States have been traveling to Guyana on a rotating basis since 2012 to train Guyanese medical residents. The objective was creating a sustainable ObGyn residency program in a resourcelimited country to help improve maternal and neonatal health through collaboration with international teaching institutions. To date, the program has decreased maternal mortality by 50 percent in Guyana, according to Director of the University Hospitals Center for Clinical Excellence, Diversity & Inclusion Dr. Margaret Larkins-Pettigrew.

A large part of the WONDOOR program is educating residents to be better global health providers, recognizing that many problems encountered by women in resourcepoor countries also are faced by women everywhere. “All women should have the same access to quality health care,” Larkins-Pettigrew said. Prior to 2012, there were no locally trained Obstetrician Gynecologists in Guyana. The maternal mortality ratio in Guyana was 250 per 100,000 live births according to World Health Organization data, compared to the regional average of 68. Inadequate quality of care, shortage of skilled healthcare professionals, and systemic limitations have been recognized as primary contributing main factors. To change this, UH Cleveland Medical Center collaborated with the Georgetown Public Hospital Corporation and University of Guyana to develop the country’s inaugural training program in Obstetrics and Gynecology. They launched a four-year Guyana ObGyn residency program modified for local needs and capabilities. This year, nearly two dozen residents are being trained in the residency program and five residents recently graduated. Full time staff are now present in Guyana, and 52 faculty members from UHCMC and partnering institutions have travelled to Guyana to teach and

provide patient care. Success is due in large part to the shared vision of local institutions, establishment of partner organizations, investment in resident leadership development, concomitant infrastructure changes and systemsbased improvement. UH Cleveland Medical Center is a nationally renowned academic medical center which specializes in adult/pediatric medical and surgical specialties. It is an affiliate of Case Western Reserve University School of Medicine. Together, they form one of the largest centers for biomedical research in the state of Ohio. PDJ

University Hospitals Cleveland Medical Center Innovation Model ObGyn Residency Program in a Resource-Limited Country CEO Thomas Zenty III Headquarters Cleveland, Ohio Website uhhospitals.org/cleveland




CANADIAN HEALTH SYSTEM ENHANCING EQUITABLE ACCESS TO CARE BY LEVERAGING CLINICAL AND COMMUNITY PARTNERSHIPS William Osler Health System (Osler) serves one of the most diverse and fastest-growing communities in Canada. As one of the largest health systems in Ontario, it serves approximately 1.3 million residents of Brampton, Etobicoke, and surrounding communities within the Central West Local Health Integration Network. Committed to providing patientinspired care without boundaries, Osler’s Health Equity and Inclusion team leverages clinical and community partnerships to provide more equitable, quality care across the health care continuum. In fact, the team’s initiatives have been recognized as a national leading practice in 2016 by Accreditation Canada. Formal agreements have been developed collaboratively with various community organizations that serve newcomers, low-income populations, seniors, individuals with hearing or vision difficulties, as well as organizations that provide language and culturally- appropriate day programs for those with chronic disabilities. These partnerships have enabled Osler's discharge planners, social workers, and recreational and occupational therapists to facilitate positive patient experiences and provide appropriate patient discharges into the community.



Dedicated staff from external community organizations are present and accessible on a weekly basis at two of Osler’s hospital sites, Brampton Civic Hospital and Etobicoke General Hospital, and provide services to vulnerable patients and families as well as physicians, staff and volunteers.

• Post-Discharge Partnership for Isolated Seniors and Newcomers: This partnership, in collaboration with Polycultural Immigrant and Community Services, aims to provide additional care for patients who are ready discharged and have complex health, language or cultural needs.

Activities and services provided onsite at both hospitals include:

The impact of all partnerships has been substantial. Regular monthly monitoring and evaluation have demonstrated increased patient satisfaction, faster discharges, better access to services across the continuum and reduced readmissions to the hospital. PDJ

• Supporting Staff Serving Newcomers via Settlement Workers: Settlement staff from Brampton Multicultural Centre and Polycultural Immigrant and Community Services are onsite providing support, advice and referrals to newcomer patients, families and staff. • Linking Patients to Community Programs: India Rainbow Community Services of Peel provides on-site information including language and culturallyappropriate services. • Building Bridges with Community Health Centres: Community Health Centres provide health services to those who may have difficulty navigating the Canadian health system, such as refugees, newcomers, and individuals with low-income or no insurance.

WILLIAM OSLER HEALTH SYSTEM Innovation Cultivating Diverse Clinical and Community Partnerships to Support Collaboration Across the Continuum of Care Interim President and CEO Joanne Flewwelling Headquarters Ontario, Canada Website williamoslerhs.ca

Visionary leadership

Start with a diverse and inclusive culture, welcome everyone’s ideas, and innovation shines through. That’s why we’re proud to support Profiles in Diversity Journal. At AT&T, Every Voice Matters.

www.att.com/diversity © 2016 AT&T Intellectual Property. All rights reserved.




CULTIVATING PIPELINE OF YOUNG TALENT Arrow Electronics Innovation Arrow Diversity Day CEO Michael Long Headquarters Centennial, Colorado Website arrow.com

At Arrow Electronics people are the key to its long-term success, helping to fulfill the technology company’s mission to guide innovation forward. With 18,500 employees around the world, the Fortune 150 company’s workforce reflects the diversity of its customer and supplier base.

Arrow recognizes that diverse teams foster innovative thinking that help differentiate the company from its competition. The company has a variety of diversity initiatives in place, and is cultivating a pipeline of diverse young talent interested in careers at the company. The Arrow Diversity Day initiative introduces ethnic minority, first-generation, LGBTQ, veteran and disabled undergraduate and graduate business and engineering students to the wealth of career opportunities available at the company. Through the initiative, Arrow is building supportive relationships with students early on demonstrating how people with backgrounds similar to theirs are thriving in Arrow careers. The goal is funneling interested students into its immersive summer internship program, which

successfully transitions eligible interns into full-time Arrow employees. As part of its Diversity Day initiatives, top Arrow executives meet with students and university leaders sparking dialogue on how to better engage students and provides handson “career envisioning” for younger students planning beyond their next few years of school. The Arrow Diversity Day initiative has resulted in a number of exceptional hires, it has also helped to enrich and diversify Arrow’s annual summer intern cohort. Diversity Day has also helped facilitate joint diversity and inclusion events between Colorado universities. Senior Arrow HR leaders are currently exploring how to expand the successful initiative to additional Arrow locations around the world. PDJ


Capital One Innovation Powered by Perspective Campaign CEO Richard D. Fairbank Headquarters McLean, Virginia Website capitalone.com

Capital One launched its Powered by Perspective campaign in 2016 to raise awareness within the company and across the industry about its commitment to an inclusive culture. The campaign uses real associate stories to show how a diversity of backgrounds, experiences and perspectives drives innovation.



As part of the campaign, associates from across the company in different roles and from a variety of backgrounds shared their stories and the tools they use to find success at work. The stories are shared on the company’s external website www.capitalone.com/ inclusion and through its intranet site, encouraging ongoing discussion about embracing differences and leveraging unique qualities to meet the needs of its customers. Lines of business across the enterprise shared the campaign through emails and newsletters. Leaders blogged, wrote letters and uploaded videos motivating their teams to get involved. The campaign asked associates to: • Share their own story and toolkit on the intranet • Become a member or ally to a business resource group • Download the inclusion app for

resource group event information • Explore the diversity & inclusion digital learning library • Visit the new external inclusion site The Shaping Today section of CapitalOne.com/inclusion site offers an overview of business resource groups (African American, Asian, CapAbilities, Hispanic, LGBT, Military and Women) and connection groups (Adoption, Autism Spectrum, Microfinance, Parent and Virtual Team). Commitment to supplier diversity and the D&I leadership structure are also included along with a letter from the chief diversity & inclusion officer. Capital One’s D&I digital learning library and enterprise mentoring programs are on the “Inspiring Tomorrow” section of the website. The success of the associatedriven Women in Technology initiative and $150 million Future Edge community grant program are also outlined there. PDJ


PMI!IS!COMMITTED!TO!EQUAL!PAY Philip Morris International (PMI) is the leading international tobacco company with six of the world’s top 15 brands, including the number one cigare!e brand worldwide. We have a rich heritage as a pioneer that builds premium brands. To achieve our goals, we need people that write the latest chapter in the PMI success story. Therefore we always try our best to create an inclusive work environment that gets the best out of you and our employees while having fun together.

If you come into one of our offices or meet our people, you will quickly realize that PMI is one of the best employers out there. Everyone can make a difference and build phenomenal careers. With more than 1000 cross-functional moves a year, the opportunities for adventure are endless and you certainly don‘t get bored. Do you want to learn core skills that will open the door to any career? If so, we‘re ready to invest in your progress.


MAKING FAIR PAY A REALITY With fairness and equity forging the foundation at Cisco, the company has taken its commitment to pay parity to the next level. Cisco has built an innovative new framework that helps it regularly test a complex global compensation system, identify and fix gaps, and minimize them over time.

Cisco Innovation Fair Pay CEO Chuck Robbins Headquarters San Jose, California Website cisco.com

While some companies focus on gender only, Cisco’s holistic analytics process includes everyone, both genders, plus it includes race and ethnicity. The company has completed a review of its employees’ pay across the United States and found a healthy system with only minor gaps for approximately two percent of U.S. employees. The minor gaps have been closed with pay adjustments totaling less than 0.1 percent of its U.S. base payroll. It is in the process of rolling the framework



out across the rest of its global regions and will be testing regularly for pay parity. Its compensation strategies focus on pay for performance, market competitiveness, fairness and equity. Pay parity helps bring to life a trusting environment that drives quality teams, allows for retention of the best talent, and positions Cisco as a top employer. As a founding signer of the White House Equal Pay Pledge, Cisco stands proud to be taking a national leadership role in sharing best practices and advancing pay parity for all workers. The company has joined forces with at least two dozen companies across multiple industries to form the Employers for Pay Equity Consortium to help make the promise of fair pay a reality for all employees. PDJ

Play a part in powering what’s next. Explore current opportunities at Jobs.AMD.com

©2016 Advanced Micro Devices, Inc. All rights reserved. AMD, the AMD arrow logo, and combinations thereof are trademarks of Advanced Micro Devices, Inc. in the United States and/or other jurisdictions.





What does it mean for a 10-year old with cancer to be able to continue attending the school she loves while getting lifesaving treatment hundreds of miles away? Everything. For 5th grader Peyton Walton. For her family. And for Cisco and the passionate team of experts who came together to leverage technology to break down barriers and create innovative new solutions for inclusion in the classroom and beyond.

From the beginning of her treatment, Peyton and her mother Lynn had struggled with the limited options for attending school daily. After tackling roadblocks with her healthcare providers, local legislation, and school district, Peyton and Lynn were connected with Cisco. The company provided a turnkey system for video collaboration

to allow Peyton to participate with her class virtually, from her home or from the hospital. The collaboration technology helped her stay connected academically and remain engaged and feel included with teachers, friends, and a social network. Peyton’s teacher described the experience as, “It’s almost like she’s sitting in the room with you…it was very exciting.”

Giving Peyton the opportunity to be included in the classroom had a huge impact on her treatment. Her story – and the collaboration that made it possible – have opened up a world of possibilities for Cisco. The company is building on a commitment to leverage technology and inclusion beyond its organization by creating a team called Connected Health and Education. The mission is bridging the worlds of education,

Cisco Innovation Health and Education CEO Chuck Robbins Headquarters San Jose, California Website cisco.com

healthcare, government/legislation and technology in order to connect everything, collaborate everywhere, and benefit everyone. PDJ

BEHIND EVERY GREAT COMMUNITY THERE’S A GROUP OF STRONG, INSPIRING AND DIVERSE LEADERS First Horizon National Corporation is proud to be honored with the 2017 Diversity Leader Award from Profiles in Diversity Journal. Behind the talented leadership of Lynne Walker, we are consistently focused on building a culture that values all perspectives and removes barriers to opportunity for those who have been traditionally underrepresented.





TRANSFORMING EMPLOYMENT FOR PEOPLE WITH DISABILITIES opportunities for the company and its partners that solves a long-standing societal issue.

Cisco Innovation Life Changer CEO Chuck Robbins Headquarters San Jose, California Website cisco.com

Cisco’s Project LifeChanger is creating new possibilities for changing the way the world works, tapping into the potential of people with disabilities and creating unique business

The model project was derived from Cisco’s Innovation Challenge. It represents what happens when inclusion, collaboration, and technology converge. In many instances, individuals with disabilities lack the necessary technical accommodations, have transportation challenges, or are dealing with other physical barriers that impact their ability to be employed. Looking to change this, Cisco launched Project LifeChanger in 2016. It began as a collaboration with technology companies, the National Council for Vocational Rehabilitation, not-forprofit employment service agencies, the state of California and a host of other experts. The volunteers

Being good at life. That deserves a little credit.

developed innovative solutions to overcome key employment barriers for people with disabilities, limited access to employment and employers and bias concerning capabilities. The project includes Cisco’s Video and Collaboration technologies plus accommodations to help the disabled transcend location, mobility, and challenges to seamlessly join teams and contribute. Under the LifeChanger model, at least 59 talented people have been hired and an additional 115 roles are targeted 2017. Plans are in the works for scaling the initiative across Cisco locations around the world to make this a core part of its DNA and culture. The company is also sharing its experience with governments, customers and industry groups. PDJ

At New York Life, we recognize that employees’ unique qualities often lead to innovation, positive change, and a more productive and dynamic workplace. To learn more, visit newyorklife.com/diversity.

© 2016 New York Life Insurance Company, 51 Madison Avenue, New York, NY

Insure. Invest. Retire.




BUILDING A DIVERSE TEAM OF LAWYERS Dechert LLP is building upon its diverse team of lawyers to drive business success. As part of this, it’s Junior Associate Boot Camp is forging new relationships and creating a clearer sense for all employees of what it takes to succeed in a major law firm. In 2016, more than 30 diverse associates assembled in New York for The 360-Degree Attorney event aimed at exploring distinct elements of what it takes to succeed as a Dechert lawyer. The boot camp included new hires bonding with other diverse lawyers and a comprehensive agenda including: • Your Practice - An interactive session exploring the building blocks for success: key skills, measures of success, standing out, trends to watch in the coming years.

• Your Firm - Dechert Chairman Andrew Levander explored the strategies underlying the firm’s commitment to achieving greater diversity. • Your Clients - Nandini Mani, global head of litigation for Chubb; Chris McDavid, vice president and counsel for Pratt & Whitney; and Alex Wagner, chief of staff to the Secretary of the U.S. Army, discussed their career paths and ways in which being diverse has affected their practices. • Your Community - Juan Cartagena, president and general counsel of LatinoJustice PRLDEF, inspired lawyers to take advantage of pro bono and local volunteer activities.

Marguerite Fletcher, senior consultant for the Vernā Myers Consulting Group, and Karinn Glover, co-founder of the Thrive Mindfulness Project, discussed how to manage stress, take care of oneself and when to reach out for help. PDJ

Dechert LLP Innovation Junior Associate Bootcamp CEO Henry N. Nassau Headquarters New York, NY Website dechert.com

• You - Exploring the pressures of fitting into a law firm culture.

SCHOLARSHIPS FOR MULTICULTURAL STUDENTS Denny’s is always looking for ways to serve its local communities more than just food. In a commitment to fighting childhood hunger, its Hungry For Education program awards scholarships to multicultural students for their creative and unique ideas on how Denny’s can impact childhood hunger. Hungry For Education’s reach into local communities extends across the brand’s key designated marketing areas within the United States. More than 8,000 students have submitted applications and $700,000 in scholarships has been awarded to more than 175 students. As part of Denny’s corporate social responsibility strategy, CEO John Miller, wanted to pursue childhood hunger as an avenue to reach multicultural communities. Denny’s launched Hungry

For Education based on market research and psychographic insights determining education was an important pillar of multicultural communities. To effectively administer the program and extend its reach into multicultural communities, Denny’s partnered with leading, minority non-profit advocacy organizations such as the Magic Johnson Foundation, U.S. Hispanic Leadership Institute, U.S. Pan-Asian American Chamber of Commerce and the Tom Joyner Foundation. As a means of extending the program’s reach and influence, Denny’s developed a commercial that highlighted the company’s partnership with the Tom Joyner Foundation and showcased one scholarship winner’s “vision for ending childhood hunger”. The commercial was broadcast on

several networks during primetime, including the NAACP Image Awards on TV One, the BET Networks and Denny’s Community Impact Awards on Centric and BET’s 106 & Park, reaching almost 5 million viewers. PDJ

Denny’s Innovation Hungry for Education CEO John Miller Headquarters Spartanburg, South Carolina Website dennys.com




Using Data to Drive Business Results diversity and inclusion as a key business imperative.

First Horizon National Corp. (First Tennessee) Innovation Diversity + Affinity = Inclusion CEO D. Bryan Jordan Headquarters Memphis, Tennessee Website firsthorizon.com

First Horizon National Corp. recognizes the importance of diversity and inclusion. As its customers and communities continue to become more diverse, the company is reinforcing the significance of

The company’s combined diversity and inclusion strategy for workforce, workplace and marketplace centers around a simple equation: Diversity + Affinity = Inclusion. It focuses on people’s inward similarities as opposed to outward differences. To better help its leaders understand the diversity of their teams and customers, the company partners with technology experts to provide reporting, data analytics and insights for making better business decisions. Key highlights for 2016 include diversity staffing maps, a new supplier diversity database, increased engagement with executive leaders, customer roundtables, and an

enhanced recruiting process being developed to help hiring managers diversify external sources for talent. Executive leaders use diversity staffing maps to create transparency and awareness of team diversity, hiring trends and promotions. The maps are used to create talent pipeline reports and development plans. They also display marketplace diversity to ensure the diversity of teams reflect the marketplace. These map insights have led to hiring of more diverse staff in key customer facing roles and to the acquisition of diverse customers resulting in annual revenues exceeding $500K in 2016. To foster affinity and connections among diverse associates, First Horizon also leverages existing platforms like its nationally recognized Emerging Leaders Program, Employee Resource Groups and its Mentoring Program. PDJ

ADVANCING WOMEN IN THE LAW FordHarrison LLP Innovation Women Leaders Forum CEO Lash Harrison Headquarters Atlanta, Georgia Website fordharrison.com

FordHarrison LLP believes in advancing women in the law. At the firm, 36 percent of partners are women, and it stands proud that female lawyers occupy every area of its leadership - practice leaders, office managing partners and its governing Executive Committee.



It’s Women Leaders Forum (WLF) is an example of a commitment to promotion and support of women and is a critical component to the firms’ overall success. The forum grew from partner and client desires to develop, encourage and empower executive women to reach their fullest professional potential. FordHarrison invited 41 executive women to the 2016 forum where they explored “Three P’s for C-Suite Success: Self-Promotion, Executive Presence, and Strategic Partnership.” Renowned career coach/motivational speaker Debbie Henry facilitated the program and it was held at an intimate retreat setting, allowing the participants to forego technology and reflect on current issues facing women.

Participants grappled with ongoing issues facing executive women – finessing self-promotion, insuring executive presence with grace and vision, and developing strategic partnerships through alliances. Several key moments resonated with participants, including small group breakouts to develop goals. The three-member groups shared personal goals, challenges, risks and the “ask” necessary for success. Through open dialogue, WLF evidences FordHarrison’s goal to support women in pursuit of excellence. The firm believes the annual location of the forum is key; insuring a relaxed setting, individual reflection, professional development and networking. PDJ

Every day, in our stores, we see firsthand the benefits diversity and inclusion have on our associates, customers and communities we serve. It all starts with our core value of respect for the individual.



Hormel Foods Corporation Innovation Martin Luther King Jr. Essay CEO Jeffrey Ettinger Headquarters Austin, Minnesota Website hormelfoods.com

Hormel Foods Corporation understands the value and importance of diversity in all facets of life. Dr. Martin Luther King Jr. was the embodiment of those important ideals. In an effort to promote his legacy to future generations, Hormel Foods, in conjunction with its Hormel African American Employee Resource Group (HAARG), sponsors an annual Martin Luther King Essay Competition. This competition is open to elementary schools, particularly in areas where Hormel Foods operates its plants, warehouses and sales offices. The 2016 competition featured 16 schools and nearly 700 students from various across the country. The contest theme is What Dr. Martin Luther King Means to Me. School administrators select one grade level at their school and invite those students to submit an essay explaining

what Dr. King means to them. Once essays are submitted, teachers work alongside Hormel to select the five best from each class. A Hormel representative visits the schools at the end of January each year, for a student assembly opening with engaging the students with facts regarding Dr. King. Then the representatives share with students what Dr. King means to them and the impact he’s had on their life experiences. Besides promoting Dr. King’s legacy, the goals of Hormel’s Annual Martin Luther King Essay Contest include encouraging students to work toward goals, providing exposure to minority professionals in corporate America, and creating a lasting partnership between Hormel Foods and school systems for mentoring and support opportunities. PDJ


Latham & Watkins LLP Innovation Breast Milk Shipping Program Chair, Managing Partner Bill Voge Headquarters Across the globe Website lw.com



Leading global law firm Latham & Watkins LLP recently launched an innovative program for nursing mothers who travel for work - the first of its kind in the legal industry.

HR Department, the program demonstrates the firm’s commitment to helping working women achieve work-life balance and supporting choices they make for their families.

The Breast Milk Shipping Program is available to Latham personnel, their spouses traveling on business whose companies do not offer a similar benefit, and clients attending Lathamsponsored retreats or conferences. The program allows women to safely and easily ship or check their breast milk, with Latham handling the logistics and covering the cost.

The firm provides nursing mothers with a proprietary kit, containing the resources necessary to ship the breast milk or store it as checked luggage, including six NUK® nursing bags (holding six ounces each). It includes a specially designed cooling unit that chills the breast milk to the proper temperature with a touch of a button, then keeps the milk cool for up to 72 hours; a shipping box and tape with which to seal it; a Sharpie marker for labelling; and a shipping label with tracking information. PDJ

Spearheaded by Latham’s Parent Lawyers Group, Diversity Leadership Committee, and Global



PROGRAM ENHANCING LEADERSHIP SKILLS Through an innovative communications program, New York Life Insurance Company is enhancing leadership skills at all levels through voice and presence. The company’s Show Up, Speak Up, Stand Out Program launched in 2016 with a simple observation from women senior leaders: junior women were struggling to use their voices. More specifically, junior women appeared reluctant to voice their opinions during meetings. While their contributions were intelligent and well thought out, they only provided their input when directly asked. The program launched in 2016 as a structured 9-month multi-faceted self-development program. It leverages existing career development tools for an innovative and dynamic program.

Participants attend internal speaker events, receive instructor-led courses, e-learning training sessions and written materials on executive presence. The program has three modules: • Show Up – Building personal presence, gravitas and accountability. This is a private internet site for virtual coaching, feedback, peer leadership and support. It also includes small group sessions with senior leaders. • Speak up – Using your authentic voice to create impact in the work place. This includes a Stand & Deliver session and topics on business acumen and presentations. • Stand out – Building empowerment through the expansion of business knowledge and influence. It includes interactive sessions on conflict resolution, persuasion and strategic diplomacy.

The program further focuses on the development of key workplace relationships among peers, subordinates and senior leaders. Participants have opportunities to present on various areas of the company’s business and receive robust feedback. PDJ

New York Life Insurance Company Innovation Show Up, Speak Up, Stand Out Program CEO Ted Mathas Headquarters New York, New York Website newyorklife.com

MATERNITY LEAVE COACHING PROGRAM Leading business law firm Stikeman Elliott LLP understands that each woman lawyer has different needs as she progresses through her legal career. Having a child and going on maternity leave can be particularly challenging, as women juggle maintaining their law practice with new responsibilities at home. To support its women lawyers with this transition, the firm offers a robust maternity leave coaching program. The program includes a parental toolkit and external coaching for lawyers who are about to start or are returning from maternity leave. Recognizing that not all new parents share the same goals, the program is individualized to meet a lawyer’s particular needs. For example, one lawyer may wish to be more actively

involved in firm activities during their leave, while another may prefer to reintegrate into the firm closer to their planned return date. The pre-maternity leave sessions are intended to assist the lawyer in effectively winding down her practice and, if interested, developing a plan to stay informed about client developments during her leave. The return to work coaching sessions are intended to help the returning lawyer re-integrate into her practice; manage stress and competing priorities; plan business development activities; and identify overall career goals. Stikeman Elliott has a comprehensive resource manual available for all lawyers who are considering starting a family, which includes a detailed

breakdown of parental support resources and sets out general information on a wide range of topics such as flexible work arrangements and childcare options. PDJ

Stikeman Elliott LLP Innovation Maternity Leave Coaching Program CEO Jay Kellerman (Managing Partner) Headquarters Toronto, Canada Website stikeman.com




INCREASING PIPELINE OF DIVERSE LAW STUDENTS Sullivan & Cromwell LLP Innovation Outreach Initiatives CEO Joseph Shenker (Chairman) Headquarters New York, New York

Its London office dedicates resources to comprehensive outreach activities with underrepresented communities. For the past six years, it has worked with Lawyers in Schools, which organizes citizenship training programs to increase young people’s awareness and understanding of the law. Its lawyers participate in activities at schools and host participating students at the firm introducing them to legal careers.

Website sullcrom.com

Sullivan & Cromwell LLP is focused on increasing the pipeline of diverse students seeking careers in the legal profession. The firm works with disadvantaged students at various stages of their academic studies to encourage them to consider a career in the legal profession.

The firm increased outreach initiatives in 2016 hosting student law career workshops in cooperation with The Brokerage City Link. Lawyers also increased involvement with Bryanston Square, an organization providing assistance to disadvantaged students, many of whom are in government care. Bryanston Square, in partnership with

schools, runs educational programs designed to boost student confidence. Sullivan & Cromwell is a founding sponsor of City Solicitors Horizons, an innovative program launched in 2016 and designed to address barriers to young people from disadvantaged backgrounds for gaining access to the legal profession. The three-year program runs parallel with undergraduate courses and includes comprehensive classroom and one-to-one training sessions, mentoring from experienced lawyers and work experience. It further offers work experience to participating students in its London office, as well as direct mentoring, including guidance on students’ studies and career development. PDJ

STRATEGIES FOR NEW WAYS OF THINKING WilsonHCG Innovation Diversity of Thought CEO John Wilson Headquarters Tampa, Florida

shares the knowledge with its clients and the community at large. It produces whitepapers, videos and ata-glance sheets on this subject. Among the more recent ones are a whitepaper on Cultural Transformation: A Radical Rethink of Diversity and Inclusion, and sheets on Canadian Gender Equality in the Workplace.

WilsonHCG is stretching the boundaries on traditional diversity and inclusion practices through innovative strategies that include new ways of thinking.

With a focus on diversity of thought, the company’s internal Inclusion Committee meets regularly to develop programming for the company and provide support and expertise to practitioners who are facing diversity and inclusion requests from their clients. The group leads training for new hires and hosts programs throughout the year.

As a leader in the global talent services space, WilsonHCG produces thought leadership documents and

In further exploring the dimensions of diversity and inclusion in other thought leadership areas, WilsonHCG

Website wilsonhcg.com



has produced whitepapers on employment branding, strategic workforce planning and global succession planning. To educate leaders in the HR space on the benefits of inclusion in the workplace, the company has hosted multiple think tanks on diversity and inclusion, across different regions. At the events, HR leaders explored innovative best practices and strategies for pushing the boundaries in new thinking. The events included openforum discussions held to share best practices for linking diversity and inclusion to business outcomes as well as how to connect equality, diversity and inclusion to workforce planning. Additionally, the groups discussed how to create a habitat for cultural transformation to enable employees to feel more empowered. PDJ


Embrace your differences. Leverage your strengths. Define your success. At Liberty Mutual Insurance, we value diversity of thought, background and culture as they are the ingredients that create the opportunity for true innovation. libertymutualgroup.com/diversity

Liberty Mutual Insurance is an equal opportunity employer.



But Aren't Getting It! By Dr. Edward Hubbard

CEO of Hubbard & Hubbard, Inc. Chairman & Founder of Hubbard Diversity ROI Institute CEOs Want to Know the Impact of Diversity ROI on Initiatives but Aren’t Getting It! A study of CEOs analyzing what CEOs want from their Diversity organizations concluded that CEOs want to see the impact and ROI of their Diversity investments but instead receive only activity and satisfaction data. So, why aren’t Diversity & Inclusion Executives, Managers, Practitioners, etc. measuring their impact and sharing with their CEOs? After all, this is not exactly a revelation. Some of the leading reasons are lack of resources, lack of support from the CEO, lack of funding, lack of skills, etc. My take: these are all just excuses since there are a huge number of resources, books, workshops, etc., available. This strongly suggests that many Diversity Practitioners need a serious skill update or should excuse themselves out of the job. If they remain without these skills, at some point, they may face elimination and/or extinction. This is the 21st Century, with its emphasis on cutting edge as well as “State of the Practice” technological and analytical advances, yet Diversity Practitioners are using oldfashion measurement skills where the wheels immediately come off of their measurement system wagons. We haven’t been in the “Old West” of Diversity measurement for quite a few decades. State of the Art Diversity ROI processes have been here for quite some time. Accountability Trends Many enlightened business managers often take a professional business approach to Diversity, with ROI being part of the strategy. Top executives who watched their diversity budgets continue to grow without appropriate accountability measures have become frustrated with this approach. In an attempt to respond to the situation, they have turned to Diversity Return on Investment (DROI®). Top executives are now demanding DROI® calculations from Diversity departments where they were not required previously.



So, what factors prevent us from mastering Diversity ROI measurement? Here are a few excuses I hear that Diversity Practitioners say are consistently challenging and “Small Doses” to begin to address them: Issue-1: Lack of Skills and Orientation Many Diversity staff members neither understand ROI nor do they have the basic skills necessary to apply the process within their scope of responsibilities. Diversity ROI Measurement and evaluation is not usually part of the preparation for the Diversity job or taught as part of a university education focused on diversity. Also, the typical Diversity training program or intervention does not focus on results, but more on diversity awareness concepts, activities, or other issues. Staff members attempt to measure results by measuring learning only instead of the full range of Diversity performance intervention outcomes (at all 7 levels) that drive business. Consequently, this is a tremendous barrier to implementation that must be changed such that the overall orientation, attitude, and skills of the Diversity staff member are focused on business results, impact, and/or outcomes. Small Dose-1: Build DROI® Skills and Measurement Orientation Don’t wait until you are asked about the DROI® of your Diversity intervention to gain competency and business acumen in this area, start learning about DROI® today! Attend a Diversity ROI Webinar, Workshop, Read books on Diversity ROI, Use DROI® Tools, etc. (Note: DROI® is a registered trademark of Hubbard & Hubbard, Inc., All Rights Reserved.) Issue-2: Faulty Needs Assessment Many existing Diversity interventions are not based on an adequate needs assessment. Some diversity interventions have been implemented for the wrong reasons based on requests to chase a popular fad or trend in the industry. Even worse, they schedule

training for everyone in the organization costing thousands or millions of dollars with NO measurable DROI®. If the intervention is not needed, the benefits from the program will be minimal or wasted. A DROI® calculation for an unnecessary program will likely yield a negative value. This barrier can be eliminated by training and certifying Diversity Executives and Practitioner in programs such as Diversity ROI Certification, training and measurement workshops, etc. Small Dose-2: Learn the Detailed Steps to Conduct a Comprehensive Needs Assessment Needs analysis is the cornerstone of any Diversity performance analysis effort. It provides you with appropriate justification for either developing or not developing your Diversity intervention. You must conduct a needs analysis, no matter how abbreviated, before any Diversity intervention takes place. The objectives of a needs analysis are to: • Describe the exact nature of a performance discrepancy • Determine the cause(s) of the discrepancy • Recommend the appropriate solution(s) • Describe the target population Issue-3: FEAR Some Diversity departments do not pursue DROI® measurement implementation due to fear of failure or fear of the unknown. Fear of failure appears in many ways. Designers, developers, facilitators, and program owners may be concerned about the consequences of a negative DROI®. They fear that the DROI® measurement process will be a performance evaluation tool instead of a process improvement tool. Also, the DROI® process will stir up the traditional fear of change. This fear is often based on unrealistic assumptions and a lack of knowledge of the process.

Small Dose-3: Overcome FEAR by Taking Action

Small Dose-4: Build DROI® Discipline and Planning Focus

The best way to overcome FEAR is by (a) taking action, (b) generating results, (c) evaluating the outcome, and (d) implementing improvements. FEAR is often based on a lack of knowledge so the antidote is to "learn" and "master" the DROI® skills and processes.

There is really no substitute for implementing a thorough approach to a DROI® evaluation process. The practice of Diversity ROI evaluation should be an “industry standard of professionalism and competence” in the Diversity and Inclusion field and discipline. To do otherwise sets us apart from other professional discipline such as Marketing, Sales, Operations, etc. that require standard metrics and analyses to determine their effectiveness and impact. Diversity ROI impact analysis must be implemented using effective project planning and management skills as well as following the DROI® methodology according to each step in its design.

Issue-4: Discipline and Planning A successful DROI® evaluation implementation requires much planning and a disciplined approach to keep the process on track. Implementation schedules, evaluation targets, DROI® analysis plans, measurement and evaluation policies, and follow-up schedules are required. The Diversity Change Management team may not have enough discipline and determination to stay on course. This becomes a barrier, particularly if there are no immediate pressures to measure the return. If the current senior management group is not requiring a DROI® evaluation, the Diversity Change Management team may not allocate time for planning and coordination. Also, other pressures and priorities often eat into the time necessary for an effective DROI® evaluation implementation. Only carefully planned implementation efforts succeed.

Issue-5: False Assumptions Many Diversity staff members have false assumptions about the DROI® process that keep them from attempting DROI®. Typical assumptions include: (a) The impact of intervention cannot be accurately calculated, (b) Operating managers do not want to see the results of Diversity expressed in monetary values. They won’t believe it, (c) If the CEO does not ask for the DROI®, he or she is not expecting it, (d) CDO denial - "I have a professional, competent staff. Therefore, I do not have to justify the effectiveness of our programs", (e) Learning or this type of intervention is a complex but necessary activity. Therefore, it should not be subjected to an accountability

process, etc. These false assumptions form perceptible barriers that impede the progress of a DROI® evaluation implementation. Small Dose-5: Eliminate Any False Assumptions Credible processes rooted in strategic performance-based sciences to calculate Diversity ROI have been in existence for over 30 years. Yet, Diversity practitioners have been slow to enroll and learn what it takes to be fully competent and capable in this scientific discipline. Let’s face it; the DROI® evaluation process and its associated analytics are here to stay. It’s only realistic that Diversity practitioners eliminate any false assumptions, wishful thinking and/or outdated measurement paradigms that prevent them from being effective. In the future, there is likely to be even more demands for DROI® analysis feedback, demonstrated credibility and intervention performance value that tie to the organization’s bottom line. Using these processes has the added benefit of improving the effectiveness of all Diversity interventions we conduct. Only those Diversity Practitioners who can operate as full strategic business partners will have what’s needed to survive for the long term. Do You Have What It Takes To “Survive”, “Thrive”, and “Drive” Real Business Performance using Diversity & Inclusion? The next move is yours! PDJ

Edward E. Hubbard, Ph.D. President and CEO of Hubbard & Hubbard, Inc. Chairman & Founder Hubbard Diversity ROI Institute Dr. Edward E. Hubbard is President and CEO of Hubbard & Hubbard, Inc., an international organization and human performance-consulting corporation that specializes in techniques for applied business performance improvement, workforce diversity measurement, instructional design and organizational development. He is the founder of the Diversity ROI Metrics and Diversity Measurement Fields and author of more than 45 books. An expert in the fields of strategic diversity ROI measurement, organization development, strategic planning, instructional design and computer-based performance technologies. Dr. Hubbard serves on Editorial Advisory Boards for the Harvard Business Review, Diversity Executive Magazine and Strategic Diversity & Inclusion Management magazine. He is the recipient of numerous awards, including of the Legends of Diversity Award from the International Society for Diversity and Inclusion, the Excellence in Global Leadership Award from the World HRD Congress for creating the fields of Diversity Measurement and Diversity ROI Analytics, Profiles in Diversity Journal Diversity Pioneers recognition, the Minuteman Award from the U.S. Pentagon, and the American Society for Training and Development New Guard Award.



Reaping the Mutual Benefits of Role Negotiation By

Pay is probably the first thing that comes to mind when you hear about workplace negotiations and gender equality. In reality, employees negotiate many aspects of their careers, including bids for more satisfying and challenging roles. But does success in role negotiation predict high potentials’ access to the “hot jobs” that are so essential to their advancement? Catalyst examined just that question in our study, Role Negotiation and the Pursuit of Hot Jobs. In a previous study, we dispelled the myth that highpotential women and men receive the same leadership-development opportunities. This basic story has not changed: in our newest study, women were still less likely than men to have access to two critical types of hot jobs: roles with P&L responsibility and highly visible projects. This persistent gender gap in access to hot jobs prompts the question: what can women do to maximize their access to the hot jobs so essential to their career advancement? They can negotiate their role. We found no gap in the visibility of women’s and men’s projects once we factored in role negotiation. This finding is important to women

for three reasons: 1. Of nine expert-recommended career advancement strategies, just two worked for women: making their achievements visible and gaining access to powerful others. 2. In some research, women, unlike men, have an uphill battle to get due credit for their achievements. 3. Also unlike men, women don’t have the same access to mentors in powerful senior-leadership roles. In fact, women and men high potentials who reported greater success in role negotiation also:

success they reported in negotiating satisfying and challenging roles. In particular, for both high-potential women and men, their perceptions of their managers’ empowering behavior were the key predictor of reported success in role negotiation. Role negotiation is a win-win-win strategy that benefits individuals in their pursuit of hot jobs, leaders who want to foster innovation in their teams, and organizations that are increasingly worried about retaining top talent. PDJ


• Reported greater access to roles with P&L responsibility and projects with C-suite visibility. • Saw themselves as more innovative in their work. • Saw themselves as more likely to remain with their current organizations. What can leaders and organizations do to support high potentials’ role negotiation?

Founded in 1962, Catalyst is the leading nonprofit organization accelerating progress for women through workplace inclusion. With operations in the United States, Canada, Europe, India, Australia, and Japan, and more than 800 supporting organizations, Catalyst is the trusted resource for research, information, and advice about women at work. Catalyst annually honors exemplary organizational initiatives that promote women's advancement with the Catalyst Award. Learn more at catalyst.org

Leaders can empower team members to negotiate their roles. The more inclusive high potentials perceived their leaders to be, the more Read more at DIVERSITYJOURNAL.COM



The Aflac family congratulates

JO ANNE HILL Director of Diversity and Employee Engagement

for being named a Diversity Leader by Profiles in Diversity Journal. This is another fine feather in your cap.

One Day PaySM available for most properly-documented, individual claims submitted online through Aflac SmartClaim® by 3 p.m. ET. Aflac SmartClaim® not available on the following: Disability, Life, Vision, Dental, Medicare Supplement, Long-Term Care/Home Health Care, Aflac Plus Rider, Specified Disease and Group policies. Processing time is based on business days after all required documentation needed to render a decision is received and no further validation and/or research is required. Individual Company Statistic, 2015. Individual coverage is underwritten by American Family Life Assurance Company of Columbus. Worldwide Headquarters | 1932 Wynnton Road | Columbus, Georgia 31999. Z161388







The annual Diversity Leader award is presented to companies, organizations and governments that are advancing the evolution of diversity and inclusion, and the diversity officers working to achieve that goal. It recognizes outstanding standards aligning diversity initiatives as a catalyst for change to enhance business outcomes. For nearly two decades, Profiles in Diversity Journal has recognized the exciting and ambitious people, initiatives, and programs that support the success of diversity, inclusion and human equity around the world. Today, there is tremendous excitement and change in our work environments and markets due primarily to globalization, technological advancements, and shifting demographics. PDJ


• AFLAC Jo Anne Hill, Director of Diversity and Employee Advocacy (Columbus, GA) • ADVANCED MICRO DEVICES (AMD) Ruth Cotter, Chief Human Resources Officer and Senior Vice President, Corporate Communications and Investor Relations (Sunnyvale, CA) • AT&T Belinda Grant-Anderson Vice President Diversity and Inclusion (Dallas, TX) • CANADIAN MENTAL HEALTH ASSOCIATION, YORK REGION Rebecca Shields, CEO (Ontario, Canada) • CAPITAL ONE FINANCIAL CORPORATION Meghan Welch, Chief Diversity and Inclusion Officer (McLean, VA) • CIGNA Rosanna Durruthy Chief Diversity Officer (Hartford, CN) • CISCO Shari Slate, VP & Chief Inclusion and Collaboration Officer (San Jose, CA) • COCA-COLA EUROPEAN PARTNERS Stephanie Oueda Cruz Associate Director, Diversity and Inclusion (London, UK)

• EXCELLUS BLUECROSS BLUESHIELD Joseph Searles, Corporate Director, Diversity & Workforce Inclusion (Rochester, NY)

• LIBERTY MUTUAL INSURANCE Dawn Frazier-Bohnert Senior VP and Chief Diversity & Inclusion Officer (Boston, MA)

• UNITED STATES OLYMPIC COMMITTEE Jason Thompson, Director, Diversity and Inclusion (Colorado Springs, CO)

• FIRST HORIZON NATIONAL CORP. Lynne Walker, Executive Vice President, Director of Affinity Banking and Strategy (Memphis, TN)

• MGM RESORTS INTERNATIONAL Stacey Taylor, SVP and Chief Procurement Officer (Paradise, NV)

• VECTREN CORPORATION Lori Sutton, Manager Diversity & Inclusion (Evansville, IN)

• MUFG UNION BANK, N.A. Mike Sebring, Head of Inclusion and Diversity for the Americas (New York, NY)

• VODAFONE Karina Govindji Head of Diversity (Newbury, UK)

• NBCUNIVERSAL Craig Robinson, Executive Vice President, Chief Diversity Officer (New York, NY)

• WAL-MART STORES, INC. Ben Hasan, SVP, Chief Culture, Diversity & Inclusion Officer (Bentonville, AR)

• PNC FINANCIAL SERVICES GROUP, INC. Marsha Jones, Executive Vice President and Chief Diversity Officer (Pittsburgh, PA)

• WALKER’S LEGACY Natalie M. Cofield, Founder/ CEO: Walker’s Legacy and the Walker’s Legacy Foundation (Washington, D.C.)

• ROYAL INSTITUTION OF CHARTERED SURVEYORS (RICS) Lucile Kamar, Equalities Manager (London, UK)

• WELLS FARGO & COMPANY Regina O. Heyward, Head of Supplier Diversity (San Francisco, CA)

• ROBINS KAPLAN LLP Chandra Kilgriff, Diversity, Inclusion & Pro Bono Manager (Minneapolis, MN)

• WILMERHALE Nimesh M. Patel, Director, Diversity and Inclusion (Washington, D.C. and Boston, MA)

• FISH & RICHARDSON P.C. Natalie Arbaugh, Principal and national leader of Fish & Richardson's EMPOWER Women's Initiative (Global) • FORD MOTOR COMPANY Meeta Huggins, Chief Diversity Officer (Dearborn, MI) • HP INC. Lesley Slaton Brown Chief Diversity Officer (Palo Alto, CA) • INDIANA DEPARTMENT ADMINISTRATION Terrie Daniel Deputy Commissioner (Indianapolis, IN) • KPMG LLP Sue Townsen, National Managing Partner, HR, Diversity and Corporate Responsibility (New York, NY) • KRUNGTHAI-AXA LIFE INSURANCE PCL (KTAXA) David Korunic, Chief Executive Officer (Bangkok, Thailand)

• RYDER SYSTEM INC. Patrick Pendergast, Group Director of Recruitment (Miami, FL) • SCHIFF HARDIN LL Regina Speed-Bost, Chair, Diversity Committee Energy Practice Group Leader (Washington, DC Office Coordinating Partner)

• WINSTON & STRAWN LLP Amanda Sommerfeld, Partner and Diversity Committee Chair (Headquarters - Chicago, IL) (Based in Los Angeles, CA) continued on page 54





Director of Diversity & Employee Advocacy

AFLAC Headquarters: Business: Employees: Website:

Columbus, GA Insurance 5,045 aflac.com

Philosophy: Teamwork makes the dream work. As Aflac’s chief diversity officer, Hill has seen firsthand how new and creative ideas take shape when various cultures and generations work together. She sees D&I’s opportunity for the greatest impact on the bottom line when it’s viewed as a business imperative. “Diversity can drive innovation, enthusiasm and change,” she said. “The world is changing and the need for increased awareness is critical.” Aflac’s approach to diversity and inclusion includes acknowledging differences and fostering an environment and culture where people show mutual respect and connection to achieve common goals. On an international level, Aflac’s collaboration endeavors between the U.S. and Japan have created synergies in working across time zones “to create efficiencies and processes as well as cultivate new ideas to achieve business value,” she said. Aflac Japan has hosted its first Global Diversity Women’s Conference, to increase awareness of the need for global diversity.


Chief Human Resources Officer & Senior VP Corporate Communications and Investor Relations

AMD (ADVANCED MICRO DEVICES) Headquarters: Business: Employees: Website:

Sunnyvale, CA Semiconductor Design 18,300 amd.com

Philosophy: The next generation of industryleading tech companies will be defined by cultures where diversity is a foundational ingredient to delivering true innovation. AMD considers diversity to be vital to its success - both as a technology innovator and as a global company committed to social good. “We are exploring opportunities to hone our differentiation in the area of inclusion and not just participate in a talent war in the tech industry around diversity where we essentially trade talent. We want to explore finding solutions to the root cause of the diversity talent pool where it can expand and become healthier than today,” Cotter said. AMD will be examining more opportunities via the diversity lens and this is expected to become a more robust element of its talent strategy and corporate differentiation.

CANADIAN MENTAL HEALTH ASSOCIATION (YORK REGION) Headquarters: Business: Employees: Website:

Ontario, Canada Community Mental Health 154 cmha-yr.on.ca

Philosophy: Everyone benefits when everyone is encouraged, abled, included and participates.




The Canadian Mental Health Association has put resources toward institutionalizing cultural competence, embedding learnings into outreach strategies, service delivery models,

BELINDA GRANT-ANDERSON Vice President-Diversity & Inclusion

AT&T Headquarters: Business: Employees: Website:

Dallas, TX Telecommunications/ Entertainment 238,232 att.com

Philosophy: D&I is a central part of our people strategy. We use it to ensure our employees are engaged since a highly-engaged workforce provides a high level of service to our customers. AT&T continues building on a strong commitment to diversity and inclusion. “Our leadership ensures it,” Grant-Anderson said. The Chairman’s Diversity and Inclusion Council and business unit councils keep AT&T accountable for its diversity practices. The chief diversity officer works directly with the leadership team to ensure it is building a diverse talent pipeline and maintaining an inclusive culture. “But the true strength and evolution of our D&I efforts come from its employee engagement,” she says. AT&T has 12 employee resource groups and 11 employee networks with 130,000 total memberships – up 43 percent over the past two years.

and employee practices. It has a commitment to the diverse populations it serves to improve service delivery through partnership, engagement, and action learning. This is combined with a commitment to its employees to promote diversity of thought, and develop high performing and inclusive teams. Shields is the lead and champion of the cultural competency strategy. “Our client and family advisor strategy, as well as our intentional hiring strategy, means that those who have experienced the services and understand the impact of mental illness are now on the front-lines of treatment and support,” she said. “Health outcomes improve as do the client and family experience.”



ROSANNA DURRUTHY Chief Diversity Officer

VP & Chief Inclusion and Collaboration Officer




Chief Diversity and Inclusion Officer

Headquarters: Business: Employees: Website:

McLean, VA Financial Services 45,000+ capitalone.com

Philosophy: Unwavering values at the core of every decision. Knowing when to get out of the way and let great talent thrive. Focusing on the right problems and finding the key points of leverage in solving them, and not shying away from the right thing even though it may be harder. Welch leads Capital One’s global efforts to foster and maintain a workplace environment in which the voices of every employee, affiliate, client, and customer are heard and matter. Her work focuses on building a culture where every person’s dignity and worth are recognized and honored, and where diverse perspectives, lifestyles, and backgrounds are welcomed and celebrated. Capital One believes that by building a team as diverse as the communities and customers it serves, it can offer better products, services and customer experiences.

Headquarters: Business: Employees: Website:


Headquarters: Business: Employees: Website:

Hartford, CT Healthcare 39,000 cigna.com

Philosophy: Change is the law of life. And those who look only to the past or present are certain to miss the future. - John F. Kennedy

Philosophy: Building a strategy that enhances Cisco’s vision to be a world class, benchmark company for inclusion and collaboration.

At Cigna, diversity and inclusion is a critical enabler of its business strategy, and differentiates the ability to respond to disruptive change in the marketplace. “D&I is embedded in our operating model as we leverage insights to optimize employee performance to improve our connection with the customers and create new value for clients to increase affordability and better health outcomes,” Durruthy said.

Slate is promoting thought leadership across Cisco’s people strategy, enabling employee engagement and inclusion outcomes to fuel innovation and market leadership. “Cisco has a vision of unleashing the full power and potential of our people from an expanded view of diversity,” she said.

Cisco is valuing and embracing a full spectrum of different backgrounds, cultures, affiliations, “Disruptive change has driven the shift from the abilities, work styles, and perspectives (several acknowledged need to optimize the workforce are profiled in this edition). It has also created and build cultural competence to yield an the first-of-its-kind Office of Inclusion and innovation, connection and inspiration in the Collaboration. “This expansive view of actions of our employees,” she says. diversity is fundamental to who we are and the possibilities we see through the convergence of diversity, inclusion, collaboration, and technology are fundamental to where we are going,” Slate said.

COCA-COLA EUROPEAN PARTNERS Headquarters: Business: Employees: Website:

London, UK Consumer Products 25,000 ccep.com

Philosophy: Passionate about turning diversity and inclusion goals into concrete results for employees, consumers and stakeholders worldwide.

STEPHANIE OUEDA CRUZ Associate Director Diversity and Inclusion

San Jose, CA Technology 70,000 + Cisco.com

As associate director of diversity and inclusion at one of Europe’s leading consumer goods companies, Cruz is committed to making a broad contribution to the communities in

which the newly forged Coca-Cola European Partners operates and the value of diversity in its workforce. Having been accountable for diversity at L’Oréal and now for CCEP, Cruz has a great mix to drive diversity and inclusion with a different perspective. She is focusing on longterm strategies for increasing cohesion and driving innovation in teams and growth. Coca-Cola European Partners builds on nearly a century of European heritage, combining the bottling operations in 2016 of three companies positioned to drive growth: Coca-Cola Enterprises, Coca-Cola Iberian Partners S.A.U, and Coca-Cola Erfrischungsgetranke.







Corporate Director Diversity & Workforce Inclusion

Executive Vice President, Director of Affinity Banking and Strategy

Principal and National Leader of the EMPOWER Woman’s Initiative




Headquarters: Business: Employees: Website:

Rochester, NY Health Insurance 3,464 excellusbcbs.com

Philosophy: 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. One of the greatest opportunities for diversity and inclusion is people taking the time to understand different perspectives and experiences in others around them and how authentic sharing of beliefs, experiences and backgrounds can facilitate closer and more meaningful relationships.

Headquarters: Business: Employees: Website:

Memphis, TN Financial Services/Banking 4,300 FHNC.com

Under Walker’s reigns, First Horizon National has a 360 diversity and inclusion program that connects all aspects of diversity related to workforce, workplace and market place. She ensures business leaders are connected into D&I initiatives and that D&I strategies are viewed and executed as a relevant and imperative business strategy for the bank. “We bring the voice of the employee and the customer to the table through direct engagement with our senior executives,” Walker said.

Headquarters: Business: Employees: Website:

National Intellectual Property Law 1,125 fr.com

Philosophy: Forgive easily, and don’t judge. Everyone you meet is fighting a battle you know nothing about, so you should always seek to understand - and be kind. On the other hand, you can’t beat yourself up when you can’t make others happy. Some people will love you, others will hate you - don’t take either extreme to heart since it is likely none of it will have anything to do with you. Lead with authenticity and the rest will fall into place. In a firm that serves great visionaries, Arbaugh knows that innovation often results from seeing the world in a different way. Fish & Richardson recognizes diverse backgrounds provide unique perspectives that result in new and solutions.

The bank connects employees and customers by broadening internal and external social circles through brave conversations and tackling all bias. “These priorities take a real willingness to “Having a diverse team that reflects the have courageous conversations and to unravel the status quo which is uncomfortable because it diversity of the public arena enhances the quality of legal services we provide to our entails change,” Walker said. clients and sustains our standing as a premier Searles understands diversity and inclusion. “It IP and litigation law firm,” Arbaugh said. is important for our business to remain relevant She is firm-wide leader of its EMPOWER and transcend generational, cultural, and women’s initiative. demographic differences,” he said. “We want all of our employees to be able to be their full, true, authentic selves at work. We want employees to know that we value diversity, in all of its forms because diversity breeds innovation,” Searles said.

FORD MOTOR COMPANY Headquarters: Business: Employees: Website:

MEETA HUGGINS Chief Diversity Officer



Dearborn, MI Automotive 199,000 ford.com

Philosophy: Treating everyone with respect is so important to be successful in having an inclusive environment which starts by respecting everyone’s unique qualities they bring to the table. There is no landing state in working toward a diverse and inclusive environment nor is there a magic formula - it is a constant journey of leading in innovative initiatives and has to be imbedded in everything we do.

“The greatest opportunity D&I has is to truly understand creating a sense of belonging for employees – a true environment of inclusion. Where that exists, people are able to work together most effectively, which stimulates creativity and innovation,” Huggins said. As Chief Diversity Officer, Huggins’ role has grown from monitoring compliance metrics and managing existing policies and programs to innovation and outreach. She’s also leveraging synergies and collaborating with other partners to strengthen D&I.

SPECIAL REPORT Division of Supplier Diversity Adding Value to Indiana’s Economy

LESLEY SLATON BROWN Chief Diversity Officer

HP INC. Headquarters: Business: Employees: Website:

Palo Alto, CA Technology 50,000 hp.com

Philosophy: One for all, all for one, and in for the win. At HP, the diversity of its workforce reflects the diversity of its 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,” Slaton Brown said. The company’s slogan - Everybody In! reflects diversity and inclusion woven into its fabric. “This means it is part of all we do and we are all accountable. Our focus now... we are Reinventing the Standard for Diversity,” she said. HP is shifting the mindset of leaders and employees to understand the way for HP to win as a company is to have everyone take a participatory role in increasing diversity, fostering inclusion, and impacting the business bottom-line. The company demonstrated its focus by first starting with its Board of Directors. It has the most diverse Board of Directors of any technology company in the United States.



Deputy Commissioner Division of Supplier Diversity

National Managing Partner HR, Diversity and Corporate Responsibility



Headquarters: Business: Employees: Website:

Headquarters: Business: Employees: Website:

Indianapolis, IN Government 10 in.gov/idoa/mwbe

Philosophy: Supplier diversity and inclusion is not just about meeting a baseline goal that has been set, but it is about infecting the mindset of individuals and creating a culture that embraces the differences each of us brings as well as offering an opportunity to all, especially those in business who want the chance to be at the table to compete for available opportunities. The Division of Supplier Diversity at the Indiana Department of Administration has a proven track record of establishing and nurturing mutually beneficial strategic partnerships across all industries. Its modular outreach platform is structured in such a way that the content is tailored for supplier diversity audiences. “DSD has the most impact when we can work directly with our certified diverse businesses to receive contracts from the State of Indiana. We have corporate partnerships that provide a high level of synergy to our operations,” Daniel said.

Bangkok, Thailand Life Insurance 983 krungthai-axa.co.th

Philosophy: Opportunity but not charity.

DAVID KORUNIC Chief Executive Officer

Philosophy: We are committed to improving our communities where we work and live, and our corporate responsibility. Today’s complex business environment requires fresh thinking, new combinations of skills and experiences, and a higher level of collaboration in the ways companies operate. “Ultimately, a diverse and inclusive culture sparks innovation and drives our growth because it attracts and empowers top talent who inspire each other – and our clients – with richer points of view to deliver real value,” Townsend said. KPMG stands proud of its inclusive culture. “It’s essential to create an environment where diverse perspectives, backgrounds, and experiences are always part of the equation,” Townsend said. “For us, this means that our people feel free to bring their full, authentic selves to work every day; share their ideas and passions in ways that enrich our teams, spur innovation and experimentation, bring value to our clients, strengthen our communities, and drive the firm’s success,” she added. and marketplace. It covers areas including LGBT, women, generation gaps, and agility.

KRUNGTHAI-AXA LIFE INSURANCE PCL Headquarters: Business: Employees: Website:

New York, NY Professional Services 30,000+ kpmg.com

“D&I is one of the key tools to acquire talents and retain existing employees to bring their best to the job,” Korunic said. He knows great people are the key to building a great company. At KTAXA, diversity and inclusion have developed from raising awareness to becoming a full strategy. The management together with the D&I team integrates D&I into all aspects of the business, including workforce, employee benefits

KTAXA has a non-discrimination policy for recruitment and promotion integrated into the Employees’ Regulation. Among the company’s many benefits, it offers a paid extension on maternity and paternity leave, LGBT benefits and awareness training, and workshops on the generation gap. The company plans to be the PWD hub of recruitment, combining its HR recruitment team and D&I team to gather PWD candidates across Thailand, and from universities and private sector networks, for a comprehensive database. The database will be shared within KTAXA, AXA entities in Thailand and other private sector entities to enhance employment opportunities of PWD.






Senior VP and Chief Diversity & Inclusion Officer

SVP and Chief Procurement Officer



Headquarters: Business: Employees: Website:

Boston, MA Insurance 55.000+ libertymutual.com

Philosophy: 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 allies accountable with constructive feedback, then together we have the power to make our workplace more inclusive and our company stronger. “Diversity is about all of us and inclusion requires all of us,” Frazier-Bohnert said. D&I is integrated into how Liberty Mutual does business including development, customer and community engagement, talent acquisition, workplace environment, and communication. With the foundational work laid, the company is using the momentum it’s created to move from awareness to action and apply a D&I lens at a deeper level throughout the organization.

Headquarters: Business: Employees: Website:

Paradise, Nevada Hospitality 70,000 mgmresorts.com

Philosophy: Focused Continuous Improvement & Customer Service. Always looking how to take work out, optimize the process, become more efficient and effective as well as deliver an experience to our stakeholders that provides them value. As SVP and chief procurement officer of one of the world’s leading global hospitality companies, Taylor incorporates inclusion of diverse suppliers in the commerce of the supply chain within the global procurement program at MGM Resorts International. “Our goal is to provide access for qualified diverse suppliers to business opportunities within the company that promote our strategic objectives of quality and price competition, to our competitive advantage,” she said. Her team proactively identifies and qualifies diverse suppliers who can support the company’s business operations.

NBCUNIVERSAL Headquarters: Business: Employees: Website:

New York, NY Media and Technology 30,000+ nbcuniversal.com

Philosophy: Treat everyone with respect, not just those who you think will be able to advance your career. It's the right thing to do...and it doesn't go unnoticed.

CRAIG ROBINSON Executive Vice President Chief Diversity Officer



Robinson is responsible for defining, building and fostering a corporate culture at NBCUniversal that values diversity of backgrounds, talent, experiences and ideas, with a focus on programming, workforce, supplier diversity, governance and community investment.


Head of Inclusion and Diversity for the Americas

MUFG UNION BANK, N.A. Headquarters: Business: Employees: Website:

New York, N.Y. Banking 14,000+ mufgamericas.com

Philosophy: Inclusion and Diversity are key elements within our core values. We see our company as a haven for fairness, equal treatment and opportunity, growth, and being your true self. We realize that social, economic, and environmental influences will continue to shape our belief system inside and outside of the workplace. MUFG understands the links between inclusive leadership and diversity of thought to maximize a high performance culture and employee engagement. “We aim to constantly improve the understanding of our team, who they are, how they think, and how best to create a high performing culture of understanding and respect,” Sebring said. Under Sebring’s leadership, the company has initiated scorecard accountabilities for each line of business leader giving a renewed focus to I&D initiatives as a business imperative.

He says events like the Oscar boycott and the increased focus on gender diversification among film directors have brought the diversity conversation more into the mainstream. He has been changing the conversation from "diversity" to "representation". “I've come to realize that when some people hear the term diversity they think of quotas or preferential treatment for underrepresented communities. I believe that representation is more straightforward - the message is that everyone should be represented on the screen as well as behind the camera,” he said. “The success of network and cable shows with representative casts and creators continues to prove that our work is valid, our work is important and that we must press on with our mission, now more than ever.”


MARSHA JONES Executive Vice President Chief Diversity Officer

PNC FINANCIAL SERVICES GROUP, INC. Headquarters: Business: Employees: Website:

Pittsburgh, PA Financial Services 52,500 pnc.com

Philosophy: There have been countless experiences throughout my career where you notice that something needs to be changed, you ask why it is the way it is, and how you can make it better? You then proceed on a path to do just that. As PNC’s chief diversity officer, Jones creates strategic initiatives that are driving positive change in the way the company conducts business. Change that is helping to better connect to its employees, customers and communities, and ultimately, helping drive business success. “I wake up every day knowing I am leading initiatives that are transformative and making a difference,” she said. PNC’s approach to integrating diversity and inclusion into every aspect of the business focuses on strategic pillars that help embed diversity and inclusion up, down and across the organization.



Equalities Manager

Diversity, Inclusion & Pro Bono Manager



Headquarters: Business: Employees: Website:

London, UK Professional body 858 rics.org

Philosophy: My ambition is to drive inclusivity into the profession through developing the role of RICS as champion and enabler of equalities practices across the industry. Kamar leads teams to drive the diversity and inclusion agenda forward as part of ongoing initiatives with the Royal Institution of Chartered Surveyors. As equities manager, she focuses on increasing an understanding of the benefits of D&I with RICS worldwide members and their firms, as well as increasing the attraction and retention of diverse talent through fostering inclusive working environments. While pushing boundaries and challenging the status quo to create positive solutions across the industry, Kamar spearheaded the first report of its kind looking at all aspects of diversity and inclusion in the land, property and construction sectors.

Headquarters: Business: Employees: Website:

Minneapolis, MN Law Firm 564 robinskaplan.com

Philosophy: “Diversity is being invited to the party. Inclusion is being asked to dance.” - Vernā Myers. Good intentions alone do not make diversity and inclusion happen. Nor do the efforts of a single individual. Kilgriff says for diversity and inclusion to take root within any organization, it takes action by many. This was the insight in launching the successful Robins Kaplan’s Leaders Engaged in the Advancement of Diversity (LEAD) initiative. “These strategies have created positive change; cumulatively, they have also caused mindfulness of diversity and inclusion to become ingrained in firm culture,” Kilgriff said. The firm launched the innovative program with a goal to empower firm leaders to take responsibility for diversity and inclusion.

RYDER SYSTEM, INC. Headquarters: Miami, FL Business: Commercial fleet management, transportation, supply chain solutions Employees: 33,000+ Website: ryder.com Philosophy: Build better businesses by embracing diversity of thought and experience.

PATRICK PENDERGAST Group Director of Recruitment

Diversity is a business imperative that infuses new thought, new experiences, and new perspective into operations at Ryder Systems. “In order to incite change, leaders must understand the value and see the tangible outcomes of having a diverse team,” Pendergast said.

To showcase these examples, the company uses white papers and case studies that exemplify how diverse teams achieve exceptional results. He says by using relatable and tangible examples on the value of having diverse teams, leaders feel more inclined to act. “Leaders must understand that this is not about compliance, but rather about better business outcomes,” he said.





Chair, Diversity Committee Energy Practice Group Leader Washington, DC, Office Coordinating Partner

SCHIFF HARDIN LLP Headquarters: Business: Employees: Website:

Chicago, IL Law Firm 627 schiffhardin.com

Philosophy: In bringing diverse perspectives to solving legal challenges, Schiff Hardin is better situated to provide outstanding client service while attracting and retaining the best and the brightest employees. Schiff Hardin has a long-standing culture of collegiality, acceptance and diversity. With a continued commitment to strengthen and broaden its programs, attitudes about diversity and inclusion start at the top. The firm has one of the few female managing partners of a major law firm and notable diversity among its partners. Law firms, like most large organizations or institutions, do not change course overnight. “That’s why I view the efforts we’re making at Schiff Hardin today to be critical to the ongoing success of the firm. Only by attracting and retaining outstanding lawyers who represent a spectrum of viewpoints and backgrounds can we remain relevant and successful,” Speed-Bost said.



Director, Diversity and Inclusion

Manager, Diversity & Inclusion



Headquarters: Business: Employees: Website:

Colorado Springs, CO Sports 474 TeamUSA.org

Headquarters: Business: Employees: Website:

Evansville, IN Utilities 1,838 vectren.com

Philosophy: Diversity makes us better, Inclusion makes US.

Philosophy: Diversity is the one true thing we all have in common. Celebrate it every day. - Anonymous

As the steward of the Olympic and Paralympic Movements in the United States, the U.S. Olympic Committee recognizes the need to achieve increased diversity. “Our continued success in the future depends on ensuring the inclusion of all American citizens,” Thompson said.

Vectren has shifted from a focus around education, to making the business case for diversity and inclusion and is now embracing a more aggressive D&I strategy. It is focusing on how diversity, inclusion and human equity can change not only the company but the community.

The USOC is the first large sport organization to release its diversity numbers in a scorecard, which offers a candid, public assessment of the U.S. Olympic and Paralympic family’s commitment to diversity. It differentiates from other programs, in that it also measures the inclusion of disability and military veterans at every level of the USOC and each of the 52 U.S. Olympic and Paralympic NGBs and HPMOs.

The utility is focusing on four key areas: talent attraction and retention, leadership development, culture and environment, and customer focus - supplier diversity and recognition. For years, Sutton has been part of its diversity efforts from initial training to developing an overall strategy.

The USOC is committed to creating a more diverse and inclusive workplace, sports infrastructure and fan base.

The firm is moving toward executing a D&I strategy that defines measures of success and accountability. It aims to ensure that each employee feels valued, included and an integral part of the organization’s success.

VODAFONE Headquarters: Business: Employees: Website:

Newbury, UK Telecommunications 100,000+ vodafone.com

Philosophy: A combination of engagement and inclusion leads to true belonging within an organization.

KARINA GOVINDJI Head of Diversity



Vodafone has been on a successful journey toward improving diversity for years. Today, its D&I program is embedded within a company backed by strong support at the leadership level and an ability to make an impact on worldwide D&I conversations.

“The strength in Vodafone lies in our global reach,” Govindji said. “Whether it is in our service offering and network coverage for our consumer and enterprise customers, or a valuebased culture across our 100,000+ employees,” she said. The focus is how to harness this global power to build internal strength to make the most impact. Among is voluminous programs, the company has a strong network for LGBT employees and a global Women’s Network, which includes both women and men together furthering the conversation around workplace equality.








SVP, Chief Culture, Diversity & Inclusion Officer Headquarters: Business: Employees: Website:

Bentonville, AR Retail 2.3 million Walmart.com

Philosophy: Everyone included. Walmart began a D&I journey about 12 years ago, and like many other corporations its initial programs in the space were largely compliancedriven and predominantly transactional. That approach served the company well for the better part of a decade, however as D&I reached an inflection point that created a pivot from a compliance function to a strategic imperative, the company successfully evolved its approach to D&I from transactional to transformational. “We began that evolution by aligning D&I work with corporate culture in a way that is wholly integrated,” Hasan said. The company’s integrated Culture, Diversity & Inclusion, or CDI, approach began with the casting of a simple vision of everyone included. “The rationale was that if we embed D&I into the Walmart Culture, we can operationalize it in such a way that it becomes an inherent part of our DNA, practiced consistently by every associate,” Hasan said.

Founder and CEO

Headquarters: Business: Employees: Website:

Head of Supplier Diversity

Headquarters: Business: Employees: Website:

Washington, DC Foundation 5 walkerslegacy.com

Philosophy: Cultivating an ecosystem of access designed to inspire, equip and engage a global network of emerging and established businesswomen of color. Walker’s Legacy and the Walker’s Legacy Foundation are committed to empowering women-of-color with the tools needed to build successful businesses. As founder and CEO, Cofield is increasing networks for improving access to education and local ecosystems, and creating pathways to alternate sources of funding for women.

Headquarters: Business: Employees: Website:


Philosophy: As part of Wells Fargo’s commitment to be a leader in the supplier diversity arena, we are diligently working to utilize and develop diverse businesses within the supply chain. We know that working with diverse businesses offers us a competitive advantage on a number of levels. First and foremost, diverse businesses provide us with incredible products and services at a competitive price.

Wells Fargo's supplier diversity program is unique in several ways. It is aligned with internal lines of business allowing for more inclusion of diverse suppliers in areas normally with low utilization percentages. As part of its outreach efforts, the company launched “Addressing the historical challenges of economic an internal initiative to leverage employee resource groups called Team Member Networks inequity and its impact on entrepreneurship at supplier diversity-sponsored events. “The for diverse women and their communities is program is creating more awareness and a critical element to achieve racial justice and experience for team members while exposing economic equity,” she said. A primary challenge facing this type of work is in the implementation the diverse supplier community to other Wells Fargo business units,” Heyward said. phase. “While reports and big data analysis can deliver recommendations to stakeholders, following through with the implementation of them in communities that need them the most can prove to be difficult,” she said.


Director, Diversity and Inclusion

San Francisco, CA Financial Services 265,200 wellsfargo.com

Washington, DC Boston, MA Law Firm 2,259 wilmerhale.com

Philosophy: Diversity and inclusion is a business imperative. The range of experiences and backgrounds in combination with inclusive leadership leads to greater individual and team performance, innovation, and decision-making. The changing demographics in our country and the increasing connectedness of the world make this an exciting time. continued on page 62

As director of diversity and inclusion for one of the nation’s top law firms, Patel leads developing and executing firm-wide diversity and inclusion initiatives. One of the unique approaches WilmerHale has undertaken is the launch of a Diversity Task Force in 2016, charged with assessing diversity and inclusion efforts across the firm. Among the primary outcomes of the mandate was the development of a formal Diversity and Inclusion Strategic Plan. It is designed to ensure continued oversight in four key areas: leadership commitment, professional development, recruitment and helping to build the diversity pipeline, and partnering.




continued from page 61

WINSTON & STRAWN LLP Headquarters: Business: Employees: Website:

Chicago, IL Law Firm 787 (U.S. domestic attorneys) winston.com

Philosophy: The focus of Sommerfeld’s practice is the defense of wage and hour class actions, including claims of employee misclassification, off-the-clock work, meal and rest period violations, and other pay related practices.

AMANDA SOMMERFELD Partner (Los Angeles Office) Diversity Committee Chair

Winston & Strawn LLP takes a multidisciplinary approach to recruiting, retaining, and promoting diverse candidates, while also recognizing that mentoring, training, sponsorship, and flexible work policies play significant roles in increasing


COMPANY PAGE Advanced Micro Devices (AMD) . . . . . . . . . . . . 38, 54 Aflac . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52, 54 Arrow Electronics . . . . . . . . . . . . . . . . . . . . . . . .36 AT&T . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35, 54 Bank of the West . . . . . . . . . . . . . . . . . . . . . . . . 50 Canadian Mental Health Association, York Region . . . . .54 Capital One Financial Corporation. . . . . . . . . . . . 36, 55 Catalyst . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Cigna . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23, 55 Cisco . . . . . . . . . . . . . . . . . . . . . 12, 13, 38, 39, 40, 55 Coca-Cola European Partners . . . . . . . . . . . . . . . . .55 Cooper Standard . . . . . . . . . . . . . . . . . . . . . . 28, 29 CVS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 Dechert LLP . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Denny’s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Electronic Arts . . . . . . . . . . . . . . . . . . . . . . . . 18, 19 Excellus BlueCross BlueShield . . . . . . . . . . . . . . . . .56 First Horizon National Corp. . . . . . . . . . . . . . 39, 42, 56 Fish & Richardson P.C. . . . . . . . . . . . . . . . . . . . . . .56 FordHarrison LLP . . . . . . . . . . . . . . . . . . . . . . . . .42 Ford Motor Company . . . . . . . . . . . . . . . . . . . . . .56 Future Directors Institute . . . . . . . . . . . . . . . . . . 14, 15 Hormell Foods Corp. . . . . . . . . . . . . . . . . . . . . . . 44 HP Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . 10, 11, 57 Hubbard & Hubbard, Inc. . . . . . . . . . . . . . . . . . 48, 49 Interpublic Group IGP . . . . . . . . . . . . . . . . . . . . . 30 Indiana Department Administration . . . . . . . . . . . . . .57 KPMG LLP . . . . . . . . . . . . . . 24, 25, 57, 64, Back Cover Krungthai-AXA Life Insurance PCL (KTAXA) . . . . . . . .57



diversity. This includes initiatives focusing on recruitment and pipeline, mentoring and advancement, workforce retention and a volume of women's initiatives. In 2016, the firm focused considerable energy, time and resources on a Sponsorship Initiative, which is part of Winston’s Diversity Committee and Women’s Leadership Initiative and one Sommerfeld believes will have tremendous impact within the organization. The firm has implemented the Sponsorship Initiative fostering professional relationships of high-potential women and diverse senior associates, income partners, and of counsel with capital partners who take a personal interest in furthering the junior lawyer’s career advancement.

BOLD BLUE DENOTES ADVERTISER Latham & Watkins . . . . . . . . . . . . . . . . . . . . . . . . 44 Liberty Mutual Insurance . . . . . . . . . . . . . . . . 47, 58 MGM Resorts International . . . . . . . . . . . . . . . . . . .58 Moss Adams . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 MUFG Union Bank, N.A. . . . . . . . . . . . . . . . . . . . . .58 NBCUniversal . . . . . . . . . . . . . . . . . . . . . . . . . . .58 New York Life Insurance Co. . . . . . . . . . . . . . . . 40, 45 New York Power Authority . . . . . . . . . . . . . . . . . . .32 Philip Morris International . . . . . . . . . . . . . . 20, 21, 37 Plan International Canada . . . . . . . . . . . . . . . . . . . .22 PNC Financial Services Group, Inc. . . . . . . . . . . . 2, 59 Robins Kaplan LLP . . . . . . . . . . . . . . . . . . . . . . . .59 Royal Institution of Chartered Surveyors (RICS) . . . . . .59 Ryder System Inc. . . . . . . . . . . . . . . . . . . . . . . . . .59 Schiff Hardin LLP . . . . . . . . . . . . . . . . . . . . . . . . 60 State Street Corporation . . . . . . . . . . . . . . . . . . 16, 17 Stikeman Elliott LLP . . . . . . . . . . . . . . . . . . . . . . .45 Sullivan & Cromwell LLP . . . . . . . . . . . . . . . . . . . . 46 The Halton Regional Police Service . . . . . . . . 26, 27, 28 The University Hospitals Medical Center of Cleveland . . .33 United States Olympic Committee Front Cover, 5, 8, 9, 60 Vectren Corporation . . . . . . . . . . . . . . . . . . . . . . 60 Vodafone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 Wal-Mart Stores, Inc. . . . . . . . . . . . . . . . . . . . .43, 61 Walker’s Legacy . . . . . . . . . . . . . . . . . . . . . . . . . . 61 Wells Fargo & Company . . . . . . . . . . . . . . . . . . . . . 61 William Osler Health System . . . . . . . . . . . . . . . . . 34 WilmerHale. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 WilsonHCG . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Winston & Strawn LLP . . . . . . . . . . . . . . . . . . . . . .62

We’re committed to helping people on their path to better health. To honor this commitment, CVS Health is building a workforce that is as diverse as the communities we serve. It’s simple: we believe that when we truly reflect our customers, we can better serve them. That’s why we’re inviting you to explore a world of careers in everything from pharmacy to retail where your unique skills, talents and abilities are welcome. Join us in helping people on their path to better health.


CVS Health is an equal opportunity/affirmative action employer. Female/Minority/Disability/Protected Veteran – committed to diversity in the workplace.

Leadership is inclusive. We believe diverse talents, experiences, and backgrounds are essential to success.

At KPMG, we are proud that, at every level of our firm, our professionals take ownership for creating an inclusive culture. Learn more at kpmgcareers.com KPMG is honored to be selected as one of Profiles in Diversity Journal’s 2017 Diversity Leaders, and that The KPMG Women’s Leadership Summit has been recognized among the Top 10 2016 International Innovation Award winners.

Anticipate tomorrow. Deliver today.

Profile for Diversity Journal

Diversity Journal - Fall/Winter 2016  

Diversity Journal - Fall/Winter 2016