LEADERS Magazine July, August, September 2021 Volume 43, Number 3

July, August, September 2021

Volume 44, Number 3

DIVERSITY & INCLUSION 4 NORTHWELL HEALTH 8 RUDIN

ERWIN

OZUAH

UNLOCKING TRUE HUMAN POTENTIAL 26 THE IMPORTANCE OF THE RULE OF LAW 34

NOVOGRATZ

ROBUSTO

RIOS

ACTIVATE EQUITY 36

LETTERS FROM LEADERS 96 IMF’S GEORGIEVA 97 FALLER

HUDIS

SERVITJE

YUE-SAI KAN 108

“The measure of a country’s greatness is its ability to retain compassion in times of crisis.”

- Thurgood Marshall LEADERS Magazine is published quarterly and circulated to distinguished leaders of the world. Circulation is strictly limited. To receive LEADERS Magazine, one must be a leader of a nation, an international company, a world religion, an international institute of learning, or an international labor organization; or a chief financial officer, a major investor on behalf of labor or corporate pension funds, a chief information officer or a Nobel laureate. LEADERS Magazine was founded by Henry O. Dormann (1932-2018).

LEADERS Magazine Publisher and Executive Editor: David W. Schner Editor: Darrell J. Brown Advertising Executive: Laurie McClure Ferber

On the Cover

Printing: Calev Print Media – Freeport Press

Mitchell E. Rudin, Savills North America Tami Erwin, Verizon Business Philip O. Ozuah, MD, PhD, Montefiore Medicine Jacqueline Novogratz, Acumen

Photo Credits: Cover, 99 Erwin - ©IA.AJB LLC; 8, 12 - ©Lee S.Weissman; 16 McDaniel - ©Gittings; 17 Ibarra, Simon - ©Juan Silva; 26 - ©Arnold Adler; 30 Curran - ©Image Magik; 30 Price - ©Michael Paras Photography,LLC; 54 - ©Alex John Beck/IA.AJB LLC; 56 - ©Cooper Studios Shelton,WA; 70 - ©Dave Moser; 77 - ©Versam Photography; 80 - ©Brett Nadal; 58 - ©Rick Bern; 88 - © Cleveland Clinic Marketing Center for Medical Art & Photography; 97 - ©IMF; 103 -- ©Ben Hider; 116 author - @davidebozzalla; 120 Atlantis Paradise Island - ©VILLANOPHOTO LLC

Dino E. Robusto, CNA Financial Corporation Rosie Rios, Unicorn Hunters Admiral Craig S. Faller, U.S. Southern Command Jane Hertzmark Hudis, The Estée Lauder Companies Daniel Servitje, Grupo Bimbo

2 LEADERS

LEADERS (ISSN 0163-3635 ) is published quarterly by Leaders Magazine, LLC, a Sandow brand; www.leadersmag.com. Leaders Magazine, LLC, Sandow Media, LLC and their respective affiliates, directors, officers, employees, contributors, writers and editors (collectively, “Publisher”) accept no responsibility for inaccuracies, errors or omissions with information and/or advertisements contained herein. The Publisher has neither investigated nor endorsed the individuals, companies and/or products that advertise within the publication or that are mentioned editorially. Publisher assumes no responsibility for the claims made by the Advertisers or the merits of their respective products or services advertised or promoted in the publication. Publisher neither expressly nor implicitly endorses such Advertiser products, services or claims. Publisher expressly assumes no liability for any damages whatsoever that may be suffered by any purchaser or user for any products or services advertised or mentioned editorially herein and strongly recommends that any purchaser or user investigate such products, services, methods and/or claims made thereto. Opinions expressed in the magazine and/or its advertisements do not necessarily reflect the opinions of the Publisher. Neither the Publisher nor its staff, associates or affiliates are responsible for any errors, omissions or information whatsoever that have been misrepresented to Publisher.

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VOLUME 44, NUMBER 3

Defining purpose.

Driving transformation.

For more than 175 years, our purpose has been marked by helping clients solve their most complex challenges while fostering our people’s careers. Now, we draw from our history of driving inclusive behavior in our organization and commit to champion racial equity and social justice in our workplaces and communities.

Learn more about what Deloitte is doing at www.deloitte.com/us/dei-transparency-report Change isn’t just coming, it’s here.

Copyright © 2021 Deloitte Development LLC. All rights reserved.

DIVERSITY & INCLUSION

Contents Customer Obsessed Michael J. Dowling, President and Chief Executive Officer, Northwell Health

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Community Health and Wellness Debbie Salas-Lopez, MD, MPH, Senior Vice President, Community and Population Health, Northwell Health

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Building on a Commitment Paige Ross, Global Head of Human Resources, Blackstone and Christopher James, Chief Operating Officer, Blackstone Tactical Opportunities

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Unlocking Higher Levels of Business Performance Dino E. Robusto, Chairman and Chief Executive Officer, CNA Financial Corporation

Activate Equity Kavitha Prabhakar, Chief Diversity, Equity and Inclusion Officer, Deloitte US

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A Culture of Belonging Lori Costew, Chief Diversity Officer and Director, People Strategy, Ford Motor Company

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People and Purpose Mark Gloade, Senior Vice President and Deputy General Counsel, Northwell Health

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Unlocking True Human Potential Ellyn Shook, Chief Leadership & Human Resources Officer, Accenture

Advancing Racial Equality and Economic Opportunity Ebony A. Thomas, Senior Vice President, Environmental, Social and Governance, Capital Deployment and Public Policy Executive, Bank of America

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The Human Aspect Maxine Carrington, Senior Vice President and Chief Human Resources Officer, Northwell Health

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Fostering an Open and Inclusive Environment Mitchell E. Rudin, Chairman & Chief Executive Officer, Savills North America

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Workplace Diversity, Equity & Inclusion Richard A. Rosenbaum, Executive Chairman, Greenberg Traurig

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An Instrument of Social Justice Philip O. Ozuah, MD, PhD, President and Chief Executive Officer, Montefiore Medicine

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The Beauty of Belonging Jane Hertzmark Hudis, Executive Group President, The Estée Lauder Companies

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Culture and Values Brad S. Karp, Chairman; Dave Curran, Chief Sustainability and Environmental, Social and Governance (ESG) Officer; and Danyale Price, Chief Inclusion Officer, Paul, Weiss, Rifkind, Wharton & Garrison

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Inclusion, Equity, Advocacy and Community Michael Lopez, Vice President and Chief Diversity Officer, Hewlett Packard Enterprise

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Embrace Diversity, Create Belonging Lynnetta Smith, Director of Diversity, Inclusion, and Belonging, ServiceNow

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A Global Bank with a Local Heart Alan Wong, Managing Director and Head of the Human Resources Department, Bank of China U.S.A.

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The Importance of the Rule of Law Joseph Wayland, Executive Vice President and General Counsel, Chubb

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Building a World that Works Michael J. Barber, Chief Diversity Officer, GE

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“Leaders are taking a hard look in the mirror and realizing that, while the journey toward equality is complex and making enduring progress can be difficult, the true risk is not to do something, but to do nothing.” - Ellyn Shook

Racial Equity Shelley Stewart III, Partner, Private Equity and Principal Investors Practice, McKinsey & Company and Leader, McKinsey’s Institute for Black Economic Mobility

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Building the Networks That Move the World Forward Diego Scotti, Executive Vice President and Chief Marketing Officer, Verizon

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Representation and Inspiration Katherine Richardson, Executive Vice President, Chief Human Resources Officer, PURE Group of Insurance Companies

A Strong Sense of Belonging Rachael Gibson, Director, Diversity, Equity & Inclusion, Marcum LLP

Creating Financial Security Allison Green Johnson, Senior Vice President, Chief Diversity Officer, and Head of Culture and Engagement, Lincoln Financial Group

Collaboration, Coordination and Cooperation Alan S. Elkin, Chairman and Chief Executive Officer, Active International

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Empowerment, Measurement, Representation and Communication Paloma DeNardis, Head of Inclusion and Diversity, DICK’S Sporting Goods

Service, Equality and Inclusion Lilian Vanvieldt, Executive Vice President and Chief Diversity and Inclusion Officer, Alliant Insurance Services

The Path Forward Melique Jones, Director of Talent Pipeline and Diversity, Equity & Inclusion, Skadden, Arps, Slate, Meagher & Flom LLP

Celebrating Differences Laurie Havanec, Executive Vice President and Chief People Officer, CVS Health

A Values-Guided Bank Teshia Levy-Grant, Senior Vice President and Diversity, Equity & Inclusion Officer, Webster Bank

Workplace, Workforce and Marketplace Diana Gueits-Rivera, Director of Diversity and Inclusion, Cleveland Clinic

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Continuous Improvement Landon Loomis, Vice President for Global Policy & Managing Director Brazil, The Boeing Company

The World of Work Gordana Landen, Group Chief Human Resources Officer, Adecco Group AG

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Financing Healthcare Needs Alberto Casellas, Executive Vice President and Chief Executive Officer, Synchrony Health & Wellness

Personal Branding Erica Lee, Chief Executive Officer, Marquis Who’s Who

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Advocating for Equality Carla Grant Pickens, Vice President, Global Chief Diversity & Inclusion Officer, IBM

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Transparency, Accountability and Urgency Carmen Fernandez, Senior Vice President & Chief People Officer, Marsh McLennan

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“It Starts With You” Trisch L. Smith, Global Chief Diversity, Equity and Inclusion Officer, Edelman

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Mission-Driven Michael J. Alkire, President and CEO, Premier Inc.

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Sharply Perseverant Sean Magee, Founder and Chief Executive Officer, Anchor Trading

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LEADERS 5

“We need to fully embrace the concept of investing in people – in their health, social protection, and education, thus ensuring greater access to opportunities. We must build on the digital transformation that the pandemic has hastened. We must accelerate climate actions by implementing wellsequenced mitigation and adaptation strategies.” - Kristalina Georgieva

Letters From Leaders David W. Schner President & Executive Editor LEADERS Magazine

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Dr. Nido R. Qubein President, High Point University

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INTERVIEWS Building a World Based on Dignity Jacqueline Novogratz, Founder and Chief Executive Officer, Acumen

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Kristalina Georgieva Managing Director, International Monetary Fund

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Daniel Servitje Chairman and Chief Executive Officer Grupo Bimbo

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Admiral Craig S. Faller Commander, U.S. Southern Command

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Dr. Kathy Bloomgarden Chief Executive Officer, Ruder Finn, Inc.

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Tami Erwin Chief Executive Officer, Verizon Business

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Helping Farmers Safely Feed the World J. Erik Fyrwald, Chief Executive Officer and Executive Director, Syngenta

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A True Community of Car Lovers Jack Butcher, President, Hagerty

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L. Dennis Kozlowski

106

The Bahamian Spirit Audrey Oswell, President and Managing Director, Atlantis Paradise Island

120

Laura Chinchilla Miranda Former President of Costa Rica

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Badr Jafar Chief Executive Officer, Crescent Enterprises

Bringing Women to the Forefront of History Rosie Rios, Cast Member of Unicorn Hunters and 43rd Treasurer of the United States

Robert L. Dilenschneider Founder and Principal The Dilenschneider Group, Inc.

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A Research and Learning Organization Ryan Estis

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A Year-Round Destination Victoria Cimino, Chief Executive Officer, Visit Williamsburg

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Susana Malcorra Dean of the IE School of Global and Public Affairs and Former Minister of Foreign Affairs and Worship for the Republic of Argentina

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Yue-Sai Kan Emmy-winning Television Host and Producer, Successful Entrepreneur, Fashion Icon, Best-selling Author and Humanitarian

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Handcrafted Frames and Replication of Extraordinary Furniture Eli Wilner, Chief Executive Officer, Eli Wilner & Company

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VOLUME 44, NUMBER 3

A Powerful Combination Paul, Weiss has long been a law firm leader on diversity, equity and inclusion in the legal profession.

Today, we also lead the industry in our dedicated Sustainability and Environmental, Social and Governance (ESG) Advisory practice, advising across the legal, compliance, operations, public relations, audit and data/analytics spectrum. We leverage this unique combination to help our clients find solutions to their most pressing business challenges and to mitigate legal, business and reputational risks, whether in initiatives related to board diversity or effective DE&I strategies and policies.

Paul, Weiss, Rifkind, Wharton & Garrison LLP

paulweiss.com/practices/sustainability-esg

DIVERSITY & INCLUSION

Customer Obsessed An Interview with Michael J. Dowling, President and Chief Executive Officer, Northwell Health EDITORS’ NOTE Prior to assuming American Board of the Smurfit School of his current post in 2002, Michael Business at University College, Dublin, Dowling was the health system’s Ireland. He also serves as a board memExecutive Vice President and Chief ber of the Long Island Association. He is Operating Officer. Before joining past chair and a current board member Northwell Health in 1995, he was of the National Center for Healthcare a Senior Vice President at Empire Leadership (NCHL), the Greater New Blue Cross/Blue Shield. Dowling also York Hospital Association (GNYHA), the served in New York State government Healthcare Association of New York State for 12 years, including seven years as (HANYS) and the League of Voluntary State Director of Health, Education, Hospitals of New York. Dowling was an and Human Services and Deputy instructor at the Center for Continuing Michael J. Dowling Secretary to the governor and the Professional Education at the Harvard final two years as Commissioner of School of Public Health. He earned his the New York State Department of Social Services. undergraduate degree from University College Earlier, Dowling was a Professor of Social Policy Cork (UCC), Ireland, and his master’s degree and Assistant Dean at the Fordham University from Fordham University. He also has honorGraduate School of Social Services and Director ary doctorates from Queen’s University Belfast, of the Fordham campus in Westchester County. University College Dublin, Hofstra University, He has been honored with many awards and Dowling College and Fordham University. recognitions over the years, including being selected as the 2017 Grand Marshal of the New INSTITUTION BRIEF Northwell Health (northwell.edu) York City St. Patrick’s Day Parade, the 2012 delivers world-class clinical care throughout B’nai B’rith National Healthcare Award, the Ellis the New York metropolitan area, pioneering Island Medal of Honor, the 2011 Gail L. Warden research at the Feinstein Institutes for Medical Leadership Excellence Award from the National Research, and a visionary approach to medCenter for Healthcare Leadership, the 2011 CEO ical education, highlighted by the Zucker School Information Technology Award from Modern of Medicine at Hofstra/Northwell and Hofstra Healthcare magazine and the Healthcar e Northwell School of Graduate Nursing and Information and Management Systems Society, Physician Assistant Studies. Northwell Health is the National Human Relations Award from the the largest integrated health system in New York American Jewish Committee, the Distinguished State with a total workforce of more than 76,000 Public Service Award from the State University of employees – the state’s largest private employer.

New York’s Nelson A. Rockefeller College of Public With 23 hospitals, more than 830 outpatient Affairs and Policy, an Outstanding Public Service Award from the Mental Health Association of New York State, an Outstanding Public Service Award from the Mental Health Association of Nassau County, the Alfred E. Smith Award from the American Society for Public Administration, the Deming Cup from the Columbia School of Business and the Gold Medal from the American Irish Historical Society. For 13 consecutive years, Modern Healthcare has ranked Dowling on its annual list of the “100 Most Powerful People in Healthcare,” including the #2 ranking in 2020.

He was also ranked #44 among large company CEOs in the U.S. and was the nation’s top-ranking healthcare/hospital CEO on Glassdoor’s “Top CEOs in 2019” list. Dowling is past Chair of the Healthcare Institute and the current Chair of the Institute for Healthcare Improvement (IHI). He is a member of the Institute of Medicine of the National Academies of Sciences and the North

facilities, including 220 primary care practices, 52 urgent care centers, home care, rehabilitation and end-of-life care services, Northwell is one of the nation’s largest health systems with $14 billion in annual revenue.

Will you discuss Northwell Health’s long and deep commitment to diversity and inclusion?

We have focused on this for decades because it is my view that if you want to be relevant and reflect the communities you serve and respond to their needs, there is no choice but to be diverse and inclusive in the way you operate and structure your organization. Northwell serves one of the most diverse regions in the world and we want to be responsive to our communities and have our workforce reflect these communities. In order to do this effectively, it has to be a central part of the organization’s DNA and it starts with the onboarding of new staff from the front line caregivers to middle management to the senior leadership. This is also a moral issue and while we are making progress, we still have a long way to go. It is a never-ending process.

How critical is it to provide opportunities for diverse talent to grow and lead in the organization in order to retain the talent?

It is crucial that we identify diverse groups of people throughout the organization and provide them support, mentoring and education on an ongoing basis in order to continue to elevate

“The more talent you have with different opinions and experiences that you bring

together to make business decisions, the better those decisions will be for your business.”

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VOLUME 44, NUMBER 3

“The more that diverse people work together and learn and understand each other, the more you can create understanding and build a team culture.”

them to senior positions. If you do not provide opportunities to grow and lead, it becomes a very hollow exercise. It has to be real. There is always unknown talent in your organization and you have to be aggressive in identifying it.

Diversity is also about sharing knowledge and getting different groups to understand each other better. If you are working alongside people from different parts of Asia or South America, it is important to know their background, history and culture. The more that diverse people work together and learn and understand each other, the more you can create understanding and build a team culture. We must all expand our knowledge base.

What do you see as the impact that diversity and inclusion has on business performance?

If you nurture the talent from different places and different backgrounds in your organization, it enhances the business enterprise. The more talent you have with different opinions and experiences that you bring together to make business decisions, the better those decisions will be for your business. At Northwell Health, we have what we call BERGs, which are Business Employee Resource Groups. We spend time with these groups, such as our African American BERG or our Asian BERG, in order to help us understand how we can be better in working and leading people with different backgrounds both in our organization and in our communities. We focus on issues such as literacy,

education, language, cultural uniqueness as well as supplier diversity by working with vendors that are diverse and represent these communities. Diversity and inclusion is a moral issue and it is also a critical business issue.

Northwell Health has an innovative and leading medical school. Has the medical school been effective at attracting diverse students that will become the future leaders of the organization?

This is a major focus of the medical school and we have attracted a diverse student population. It is a surprising statistic that there were more Black men in medical schools 20 years ago than there are today. This shocked me when I learned it. There is a documentary series titled, Black Men in White Coats, that we are engaged with and we know that we need to continue to increase the number of Black people in our student population and faculty in order to impact the numbers of Black doctors. When these individuals enter medical school, they need to see people that are like them in our faculty and in our hospitals in order to see opportunity and feel that they belong.

We also spend a great deal of time in the high schools and have a pipeline program for minority kids in underprivileged communities to try to get them interested in science. We need to build the pipeline over time so that these students will have the competencies to go into medical school and build a career in the profession.

“Diversity and inclusion is a moral issue and it is also a critical business issue.”

How is Northwell Health working to address the issue or health disparities which have been highlighted during the pandemic?

This has been a focus for us for a long time and has been intensified with the pandemic. We have identified 11 communities that we are doing a lot of work with in regard to COVID testing and now with COVID vaccinations. We need to deal with the inequities in care that exist in these communities which have high instances of heart disease, diabetes and other illnesses. COVID shined a light on this problem and made it very clear that we need to do a better job in this area going forward. It will be an ongoing priority.

Will you discuss your focus and emphasis on putting employees first?

Inspired and happy employees have a direct correlation to happy customers. It is not complicated and applies to any business. If you run a restaurant and have a happy waitstaff that love working at the restaurant and enjoy working with each other, you feel it when you are a patron and it will result in you becoming a loyal customer.

Satisfied employees mean satisfied customers and at Northwell we are both employee and customer focused. We were just ranked number 19 on Fortune’s “100 Best Companies to Work For” list which says a lot about how we treat and care for our people, especially as we have been on the front lines of the pandemic this past year. In addition, our employee engagement scores have risen dramatically over the past twelve months even as our people were dealing with the stress and pressure of COVID. The key for us is to maintain this focus and commitment.

Many leaders in the industry use the term patients, but you use the term customers. Will you elaborate on this distinction?

I focus on the term customer since it is not only the patient, but the patient’s family, that we are working with as well. When you look at it from the perspective of treating a patient, it puts that person in a subservient position where the provider knows everything and is dictating to the patient. This usually starts with the question, “What is the matter with you?” When you look at that person as a customer, the question becomes, “What matters to you?” It is about meeting the person where they are and focusing on service, convenience, quality and outcome.

We need to be responsive to what the customer wants and needs. At Northwell, we are customer obsessed.

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LEADERS 9

DIVERSITY & INCLUSION

Community Health and Wellness An Interview with Debbie Salas-Lopez, MD, MPH, Senior Vice President, Community and Population Health, Northwell Health EDITORS’ NOTE Debbie Salas-Lopez that we created with these community joined Northwell Health in 2019 as and faith-based organizations to provide senior vice president for transformaaccess to the vaccine. We have now cretion, responsible for system valueated a Health Equity Taskforce with over based initiatives that improve health 100 CBO’s and FBO’s to ensure the safe and care delivery. She assumed her and equitable distribution of the vaccine. leadership role after serving as the Our communities know that Northwell chief transformation officer at Lehigh cares since we were there when they Valley Health Network where she led needed us the most. strategy and oversaw a unique and How important is it to look at broad portfolio including commuhealth as more than just about illnity-based and population health ininess and expanding the focus on Debbie Salas-Lopez tiatives, telehealth, connected care, prevention and wellness? innovation, strategic partnerships, and This is critical and we consider the operational redesigning of the clinical delivery totality of the communities’ health and wellness. system. Salas-Lopez earned her MD from Rutgers Statistics show that a person’s health is only 20 perSchool of Medicine and her MPH from Rutgers cent dependent on the medical care they receive, School of Public Health. while the other 80 percent is dependent on other factors such as access to healthy food, violence, Will you highlight your role and key areas safety, their own behaviors, level of education, of focus? poverty, and employment. We view health and I oversee the department of community and wellness in a holistic way that takes into account population heath which is the department respon- the entire picture, not just as being the delivery sible for the overall strategy for working with of medical care. For example, access to healthy our communities in terms of health and wellness, foods is essential to health and wellness. This including community health equity and the social is an area that health systems can partner with determinants of health. Over the past year, we community-based organizations like food pantries, have focused on COVID-19 testing and today we large food chains, and corner stores to make a difare focusing on vaccine distribution and commun- ference in neighborhoods that have food deserts. ity planning. We work closely with vulnerable and There are many examples of community issues that disadvantaged communities, particularly com- health systems can partner with community and faithmunities of color. We focus on the issues that are based organizations that have the experience and trust a priority to these communities, such as access to of communities. This requires having the humility to care and addressing chronic illnesses like diabetes know when we can lead and when we need to foland obesity, which are prevalent in underserved low. Building relationships with community and faithcommunities. We have a responsibility to all the based organizations is key and synergistic as the size, communities we serve, and particularly to those scale and influence of a health system, in conjunction who are vulnerable. with their expertise and know-how, can effectively What are the keys to being success- provide needed resources to our communities. ful and driving lasting change in these Will you discuss Northwell Health’s comcommunities? mitment to building a diverse and inclusive A key to having a successful community health workforce in order to mirror the diversity of and wellness strategy is building relationships in the patients and communities it serves? the communities we serve. This takes time as you Northwell Health has had a long-standing need to have a presence and build trust. It is about commitment to diversity, equity, and inclusion. caring and taking the time to listen and understand It starts with building a diverse workforce. We what is most important to our communities. An ensure we provide opportunities for employment example of this occurred last year when COVID-19 across all of our diverse communities. Last year, testing was at a premium and there was not a lot our organization signed a pledge declaring racism a of testing available. We made a special effort to go public health crisis. Today, it is more important than into our poor and disadvantaged communities that ever for the community to see someone that looks were being devastated by COVID and provided like them, who speaks their language and who free testing at community and faith-based organiz- understands their culture. This is a priority for ations. Today, we are leveraging the relationships Northwell. Over the past year, our communities 10 LEADERS

of color were devastated by COVID-19 and seeing someone like Sandra Lindsay, a nurse at Northwell who is a female of color, get the first vaccine shot in the country outside of a clinical trial, and her vaccine being administered by Dr. Michelle Chester, Northwell’s director of employee health services, who is also a female of color, was important because access to the vaccine in these communities is critical. Education and outreach on COVID-19 is also essential so we have recruited our diverse Northwell colleagues to provide videos of themselves talking about the importance of the vaccine, social distancing and wearing masks since we feel that it is our responsibility to provide this education and information. We need the trust of our communities and working with someone who understands them and relates to them is critical.

What was the vision for creating the Center for Equity of Care and how has it evolved?

The Center for Equity of Care was started ten years ago with the mission of eliminating health disparities and delivering the highest quality care to everyone, regardless of race, ethnicity, cultural background, language proficiency, literacy, age, gender, gender identity, sexual orientation, religion, disability or socioeconomic status. The Center is focused on building a culture of inclusion within the Northwell community as well as within the external community. It is about working with the community so that they can be empowered in terms of their own health management. This has been a ten-year journey and the work of the Center for Equity of Care continues to evolve to include education and issues around social justice. The Center is addressing racism, unconscious bias, and other societal issues that impact the delivery of care. Northwell has ranked #1 in 2020 and 2021 by DiversityInc in recognition of this work although we understand that this work is a journey and much remains to be done.

How special is it for you to work for an institution like Northwell Health that is committed to addressing societal need and tackling challenging issues?

I feel blessed and honored to work at Northwell and to be part of this community.

Michael Dowling, our President and CEO, sets the tone and is not afraid to take a stand against racism, health inequities, and social injustices. We have a leadership team that cares about diversity and is engaged with who we are recruiting and how we are retaining our talent. I am fortunate to be a part of this institution and to have the opportunity to do the critical work we do every day.

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VOLUME 44, NUMBER 3

DIVERSITY & INCLUSION

People and Purpose An Interview with Mark Gloade, Senior Vice President and Deputy General Counsel, Northwell Health EDITORS’ NOTE Mark Gloade I worked for different size law joined Northwell Health in 2000 firms coming out of law school and and is currently involved in manrealized pretty quickly that there was a aging the day-to-day operations of uniform business model and approach its Office of Legal Affairs (“OLA”) to how they worked. At the time that and in OLA’s and Northwell’s longthe Northwell opportunity came along, term strategic planning as well as I had a one-year-old daughter and leading OLA’s labor and employwas barely able to see her or spend ment practice group. Before joining time with her as I was working at all Northwell, he was an associate at hours. While I was not actively lookMarshall & McEvoy, where he repreing to make a change, when someone sented hospitals and financial comI knew mentioned that there was an Mark Gloade panies in employment and labor opening at Northwell and that somematters. Earlier, he was an associone of my background would be a ate with Paul Hastings in its New York office in good fit, I decided to talk to them and learn that firm’s Employment Law group. He began more about the opportunity. When I came for his legal career in Epstein Becker & Green’s New the interview and spoke to the people in the York office. Gloade holds a bachelor’s degree legal department at that time, they were all truly from Fordham University and earned his JD nice people who described the work as being from New York Law School. different every day and that it provided the opportunity to address a diverse set of issues How critical is it for the role of deputy and challenges. I was excited to get the chance general counsel to be engaged in business to work for a single client on diverse issues strategy? with smart and nice people. The opportunOur people at Northwell are smart and ity to come in-house and to be a part of an creative and know their business, but they organization that provides healthcare in a comalso need to be able to evaluate the feas- munity setting was appealing to me. ibility of doing something and whether it may How do you describe Northwell be impacted by any regulations or laws. It is Health’s culture and how critical is culture critical for our legal team to be engaged in busi- to the success of the organization? ness planning and strategy since the healthcare I believe that culture is the single greatest industry is so heavily regulated. It is also vitally factor driving Northwell’s success. We start by important for our lawyers at Northwell to be attracting people whose purpose is to take care involved in formulating business strategy since of other people and that drives everything else it keeps everyone informed of the legal rami- we do. We are often taking care of people at the fications and may also lead to discussions that most vulnerable moments in their lives and our create other business opportunities. people are those who are driven to meet these Is the legal function at Northwell challenges and care for others. When you have Health centralized and how does it oper- this purpose as your foundation, it is easier to ate in order to be most effective given build on it and create a culturally competent Northwell’s size and scale? organization that takes care of its patients, its We are primarily centralized but we are firm people and its communities. believers in getting out to all of the locations Will you discuss Northwell Health’s within the health system since there is no sub- commitment to diversity and how important stitute for meeting with our people and being is it for Northwell’s workforce to mirror the together in person. This was a challenge during diversity of the communities it serves? the pandemic, but we place a strong emphasis We are located in New York which is one on being at the different facilities so that the of the most diverse metropolitan areas in the legal department is viewed as a resource that world. In order be successful, it is vital that we our people can use. reflect the communities we serve and underYou worked at law firms prior to join- stand the cultures and backgrounds of the ing Northwell. What excited you about this people in these communities. Diversity enhanopportunity and made you feel it was the ces our service delivery since we have people right fit? at Northwell who have been through the same VOLUME 44, NUMBER 3

experiences as the people we serve in our communities. This drives a level of empathy, understanding and competence which enhances the level of service we deliver.

Northwell Health has taken a leadership role in addressing societal issues, from gun violence prevention to human trafficking to social justice. Will you highlight Northwell’s commitment to these issues and its focus on being a force for good in society?

There are many reasons why I am proud to work at Northwell, but this is probably the one that makes me most proud. It would be very easy, for example, for Michael Dowling to say that we would not touch the issue of gun violence since this has become a political issue and people like to focus on the Second Amendment.

However, to Michael’s credit, he does not let this deter him and he gets involved since he believes that this is a public health issue and, as a healthcare organization, we need to dig in on this issue since it is impacting the communities we serve. Northwell is a member of a community and we have a responsibility to put forth a position that has a positive impact on the members of our community.

Will you highlight the strength and resilience that Northwell Health’s workforce at all levels of the organization has displayed over the past year being on the front lines fighting the pandemic?

Our people were remarkable. As New Yorkers, we did not have the luxury of waiting to see how others handled the pandemic because we were the first area in the United States to be impacted and we had to react quickly and competently. Our people at Northwell, and New Yorkers in general, were remarkable. If you look today at what is happening in places like India and Brazil, we see what it could have been in New York. It is through the efforts of people at Northwell directly and New Yorkers generally that we are not in the situation now that those other places find themselves in.

Northwell Health has a long and deep commitment to New York. Are you optimistic about New York’s recovery and rebuilding?

I have no doubt about New York’s future.

I am an immigrant and I think that New York is a beacon that draws and will continue to draw people from across the globe. There is nowhere else that compares – New York is a great city.

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LEADERS 11

DIVERSITY & INCLUSION

The Human Aspect An Interview with Maxine Carrington, Senior Vice President and Chief Human Resources Officer, Northwell Health EDITORS’ NOTE Since joining Northwell’s focus on caring for Northwell in 2008, Maxine our people has been at the forefront Carrington has served in progresthis past year in responding to the sively responsible leadership roles COVID-19 pandemic. We increased and has successfully driven team our efforts to support the well-being member engagement and developof our 76,000 team members and we ment at every layer of the health have seen the impact of those efforts system. Most recently, she served in our increased employment engageas deputy chief human resources ment numbers and recent elevation officer where she was responsible from #93 to #19 on the Fortune 100 for the design and implementaBest Companies to Work For® list. We tion of strategic initiatives related are now working to make sure we susMaxine Carrington to the team member experience, tain this momentum in caring for the career and performance developwell-being of our people. ment, change management, workforce diversYou mentioned culture. How are you ity, equity and inclusion, corporate social able to maintain culture with the size and responsibility and compensation. She previ- scale of Northwell Heath? ously held several regional and site HR roles.

The first priority is to define the culture and Prior to joining Northwell, Carrington was a we do this by starting with our mission, behavmanager and attorney with the New York City ioral commitments, and values. We refer to our Mayor’s Office of Labor Relations. In addition values as the “trulys” – to be truly compassionto mentoring within and outside of the organ- ate and truly innovative, for example – and this ization, she is an instructor with the Center bonds the organization across our 76,000 team for Learning & Innovation, Northwell’s corpor- members. We have many locations and each ate university, and serves as a co-sponsor of has a local culture, but they are all connected the organization’s business employee resource by our Northwell mission and values. We work gr oups. She is also a trustee of the 1199 to ensure sustainment of our culture through Pension Fund serving employees for the New our hiring, selection, recognition and compenYork Region and serves on the board of The sation practices.

INN (Interfaith Nutrition Network), a not-forHow critical is it for Northwell profit organization that provides essential Health’s workforce to mirror the diversservices to assist those challenged by hunger, ity of its patients and the communities it homelessness, and poverty. Carrington holds serves? a bachelor’s degree in political science and Our President and CEO, Michael Dowling, Africana studies and a master’s degree in edu- makes it very clear that this is of great importcational administration and policy studies ance and has his commitment. He recently from the University at Albany in New York. discussed with me the need to more effectShe obtained her Juris Doctorate degree from ively surface diverse talent in the organization.

New York Law School.

We created a team within Northwell about a year and a half ago called Fair Employment How has the role of the chief human Practices and in addition to a focus on immiresources officer evolved? gration, they lead our workforce diversity, As companies and organizations have equity, and inclusion strategy. Many other evolved over time with an emphasis on cul- teams also play a role – it is a comprehensive ture, people and technology, the landscape and integrated strategy. Key objectives include has become more competitive and there is an preventing bias in the hiring process, driving increased need to elevate efforts to attract and organizational commitment, and increasing the retain talent. We are committed to caring for our representation of underrepresented groups in patients, but it starts with caring for our people leadership. and providing an atmosphere where they want Parallel to that focus is a major committo work and stay so that we can fulfill our mis- ment to inclusion. While we can increase repsion. The human resources officer needs to be resentation, if people don’t feel that they have a engaged in business strategy and not just have voice and that they belong, we will not be able a seat at the table, but have a voice at the table. to retain that talent. We have invested heavily in 12 LEADERS

education with an inclusive leadership course, unconscious bias training and cultural competency education. We will be expanding our impact by providing equity, diversity and inclusion education for family members of our team members.

We are also driving these efforts at our medical school and experiencing positive outcomes. There is a strong voice and commitment from our dean in partnership with faculty, students and a dedicated physician leader to attract and support our diverse student population.

You devote your time as an instructor at the Center for Learning and Innovation, Northwell’s corporate university. Will you discuss the mission and impact of the Center?

It was Michael Dowling’s vision many years ago to have our own university. The university is comprised of our Center for Learning and Innovation (CLI) and the Patient Safety Institute (PSI). PSI is about ensuring quality patient care and safety outcomes. CLI houses enrichment learning, leader preparation, development programs and more. Its offerings include emotional intelligence, coaching and conflict management. The Center provides an opportunity for our team members from all over the organization to connect, learn and grow together. We continue to evolve the work of the Center to ensure that its programs and offerings are relevant and supporting the organization’s needs.

Northwell Health was on the front lines of the pandemic and treated more COVID patients than any other health system. How proud are you to see the str ength and r esilience of your team members during this challenging and uncertain time?

Proud is an understatement. I would not work anywhere else. We have a saying at Northwell – “I am made for this.” We also have a new branding campaign called “Raise Health.” The work that we have done for years, especially around culture development and emergency management, enabled our people to be made for this and they demonstrated their character, selflessness, courage and resilience during this unprecedented time. It is a privilege and honor to raise the standard of health alongside them.

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VOLUME 44, NUMBER 3

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DIVERSITY & INCLUSION

Fostering an Open and Inclusive Environment An Interview with Mitchell E. Rudin, Chairman & Chief Executive Officer, Savills North America EDITORS’ NOTE Mitch Rudin programs, especially those that supjoined Savills as President of its port diverse employees and vulnerable North America region in 2019, internal groups, we mitigated attrition. bringing more than 30 years of Savills remains one of a few, if not the leadership in the commercial real only, companies in our peer group estate industry, and was promoted with no net debt, which enabled us to Chairman and CEO on June 30, to retain staff, keep our momentum, 2020. Over his distinguished career, and increase market share in select he has served in a CEO capacity at regions as the industry recovers from three major real estate firms – Mackthe pandemic.

Cali Realty Corporation, Brookfield Not only has the pandemic chalOffice Properties, and CBRE. Rudin lenged business operations globally, Mitchell E. Rudin sits on the boards of the NYU Schack but also how people engage with one Institute, NYC Police Foundation, another. Savills maintains an office-cenPolice Athletic League, and St. Francis Friends tric approach to work, but the transition to workof the Poor, and is a member of the U.S. Trust ing from home was smooth. We quickly adapted Advisory Committee and Governor of the Urban technologies and leveraged internal platforms Land Institute. He has also been awarded Person and thought leaders to keep employees apprised of the Year honors from multiple organizations. and engaged. However, we are looking forward to getting our professionals and staff fully back COMPANY BRIEF Established in 1855, Savills in the physical office safely this July. (savills.us) is one of the leading real estate adviWill you provide an overview of Savills’ sors in the world. Savills helps organizations diversity and inclusion strategy? find the right real estate solutions that ensure Today, more than ever before, CEOs are employee success. With services in tenant rep- being held accountable for the diversity, equity resentation, workforce and incentives strategy, and inclusion within their organizations – as we workplace strategy and occupant experience, should. Our responsibility is to champion a corproject management, and capital markets, porate culture that enables colleagues to authentiSavills has elevated the potential of workplaces cally engage with one another and learn and around the corner, and around the world, for grow from each other’s lived experiences. The 165 years and counting. internal community drives operations, innovation and brand, and leading organizations How do you describe Savills’ culture and thrive on open dialog, inclusive practices, and how important has culture been during this empowered teams. Diversity has been central uncertain and unprecedented time? to my career and a core tenet of my leaderSeveral things excited me about joining ship strategy. Going back 15 years at other Savills, but chief among them was the firm’s culture. Savills has always had and continues to have an entrepreneurial ethos where camaraderie, innovations and ideas are forged through consistent collaboration and integration. Many of our colleagues have been with the company for more than 30 years, which I attribute to the firm’s strong sense of community and emphasis on partnership. However, this past year has been unlike any other in recent history. Commercial real estate companies were required to evolve countless practices and implement new policies for continued success.

Our culture has been key in keeping our teams connected, informed and optimistic.

When our competitors went through significant cost-reduction, we actively expanded our platform. In addition, through selective intervention

companies, I was a co-founder of the African American Network Group (AANG). I also facilitated or have been the executive sponsor for several women’s networks. AANG actually established a Mitchell E. Rudin Diversity Award.

In short, our strategy at Savills is to focus on the systemic challenges within our industry and business that create obstacles for minorities and other marginalized groups. We are doubling down on our commitment to foster an increasingly diverse workforce by recruiting, retaining, and advancing women and multicultural talent. Our diversity team and employee resource groups (ERGs) facilitate programming, training, discussions and share written communications to build awareness of and appreciation for our differences and similarities. We are also working to impact diversity externally through partnerships, philanthropy and service in the communities in which we operate and beyond.

How engrained is diversity and inclusion in Savills’ culture and values?

Diversity has been an essential value at Savills but we, like others, need to get significantly better. Savills was one of the first major commercial real estate firms to provide healthcare benefits to same-sex families and parental leave benefits to commissioned salespeople, which is now a more common practice in our industry. We pride ourselves on being a meritocracy, where excellence is prized and rewarded regardless of ethnicity, gender, race or any other personal characteristic. As our country and client teams have become more diverse, we believe we need to make a more explicit effort

“We pride ourselves on being a meritocracy, where excellence is prized and rewarded regardless of ethnicity, gender, race or any other personal characteristic.”

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VOLUME 44, NUMBER 3

“Today, more than ever before, CEOs are being held accountable for the diversity, equity and inclusion within their organizations – as we should. Our responsibility is to champion a corporate culture that enables colleagues to authentically engage with one another and learn and grow from each other’s lived experiences.” to recruit, retain and promote more diverse talent, and ensure we foster an open and inclusive environment in our offices. Since January 2019, approximately 90 percent of senor hires and promotions have been diverse.

Last year, we implemented two initiatives specifically designed to address the lack of racial diversity in commercial real estate: The Junior Broker Development Program and Black Excellence United (BeU), an internal ERG comprised of Black employees and allies. We initiated the recruitment for the Junior Broker Development Program, our entry-level rotational program for recent college graduates, in 2019 and launched the initiative in October of 2020. Ninety percent of the inaugural class is a minority or comes from a diverse background. Participants are paid a full salary throughout the 15-month program, and we have already begun recruiting the next class. We will be expanding the program to three additional Savills markets, providing minorities and women with every resource to establish successful careers within the commercial real estate industry.

In addition to BeU, Savills launched a second group, Women’s Initiatives Network (WIN), which provides a platform to promote mentorship and increase professional development opportunities for women throughout the company. More groups are planning to roll out over the next year.

How critical is it to have diverse perspectives and experiences at the table when making business decisions?

Having colleagues with diverse perspectives and lived experiences at the decisionmaking table is crucial to the vitality of any business with sustained success. A recent article

from Built In shared that diverse and inclusive teams are 87 percent better at making decisions and 120 percent more likely to hit their financial goals. Diverse organizations enjoy 2.3 times higher cash flow per employee. Racial and ethnically diverse companies are 35 percent more likely to perform better than peer institutions and are 1.7 times more innovative.

Working with diverse teams helps any organization operate more creatively and optimally.

Bringing people with unique backgrounds and varied experiences leads to a more thoughtful approach, unique insights and innovative ideas.

How is Savills reaching out to different organizations and institutions in order to make sure it is reaching a diverse talent pool?

Savills’ Human Resources team engages professional candidates and interns from diverse backgrounds through partnerships with organizations such as Parker Dewey. We have relationships with historically black colleges and universities and outreach programs at predominantly white institutions to identify the best qualified individuals. We also consult with our peers on best practices and have national and local partnerships with groups like the Real Estate Executive Council, African American Real Estate Professionals, Real Estate Board of New York, and Commercial Real Estate Women. In addition to creating inroads with diverse talent, these organizations give us access to resources that assist our team in taking measurable action in advancing Savills’ diversity and inclusion efforts.

However, we must also be concerned with retaining our recruits once they join the

“Working with diverse teams helps any organization operate more creatively and optimally. Bringing people with unique backgrounds and varied experiences leads to a more thoughtful approach, unique insights and innovative ideas.”

organization. Savills was the first commercial real estate firm to join PwC’s CEO Action for Diversity & Inclusion – the largest CEO-driven business commitment to advance diversity and inclusion in the workplace – which now has nearly 2,000 signatories. The tools offered through the initiative help address the issues that challenge equitable workplaces, allowing organizations to achieve their diversity and inclusion goals, including recruitment and retention, faster than one could achieve on its own.

Is it critical to have metrics in place to track the impact of Savills’ diversity and inclusion initiatives?

Absolutely. Metrics hold us accountable and track our progress toward our tangible goals – and that is for any Savills initiative. This is especially the case for our Junior Broker Development Program and our strategies around recruitment, retention and promotions. When it comes to diversity and inclusion, achievable metrics and targets are more important because we are not aiming to fill quotas or waste resources on performative activities. That approach incentivizes the wrong behaviors and could facilitate reverse discrimination. We are working to create changes to the built environment, internally and externally, that may create obstacles for any minority group to enter the industry with equal and equitable chances for success.

What are your key priorities as you look to Savills’ continued efforts in regard to diversity and inclusion?

We continue to advance our commitment to diversity, inclusion and equity through our workforce, vendors, civic and social activism, internal events and proactive training. In 2020, Savills emphasized building a more robust diversity and inclusion platform to address the racial disparities within the commercial real estate industry. ERGs are an effective way to build community and keep a pulse on the issues that are affecting our colleagues. We will be rolling out additional groups in the coming months.

Over the past year, the awful events and subsequent calls for real and meaningful change transcended the real estate industry. They forced businesses and individuals to question whether we were doing enough. I feel incredibly fortunate to be at Savills, and I look forward to what our team can accomplish in this area over the next several years.

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VOLUME 44, NUMBER 3

LEADERS 15

DIVERSITY & INCLUSION

Workplace Diversity, Equity & Inclusion An Interview with Richard A. Rosenbaum, Executive Chairman, Greenberg Traurig EDITORS’ NOTE Richard Rosenbaum What are your views on the busiis the Executive Chair man of ness case for workplace diversity Greenberg Traurig, a unified interand inclusion? national law firm of more than 2200 The research is clear that comattorneys spanning 40 offices around panies with diverse teams outperform the globe. For a number of years, the financially. Framing diversity, equity, firm has been executing a one-of-aand inclusion (DE&I) as a critical asset kind strategy, now with 30 offices is key, as is providing the right incenacross America, and is the only firm tives. At Greenberg Traurig, we have that has its largest office in New York seen the value of having diverse perCity while still being among the largspectives at the table. What we achieve est in its original market of Miami; on behalf of clients is often the result Richard A. Rosenbaum has five offices in California while of having as many perspectives as posbeing one of the top firms in Austin, sible from which to address a problem.

Dallas, and Houston, Texas for over 10 years; has We also collaborate with our clients on advancover 150 lawyers in each of New York, Chicago, ing initiatives that help develop a pipeline of Atlanta, California, Miami, and Europe; has diverse attorneys. Recent collaborations include: over 350 lawyers in each of the New York Tri• Creating a diverse mentoring program with State Region, South Florida, and Europe; and is a multinational investment bank with a focus on located in 14 out of 17 of the broadly acknowl- professional leadership and development; edged innovation centers of the future, including • Partnering with a client in the telecomsuch diverse locations as Tel Aviv, Berlin, Seoul, munications sector to virtually mock interview Miami, Warsaw, Tokyo, Silicon Valley, Austin, their diverse legal interns; Atlanta, New York, London, Chicago, Los Angeles, Shanghai, and Amsterdam. Rosenbaum joined the firm in 1985 as its 90th lawyer and has been a key leader of the firm’s strong growth across the Americas, Asia, Europe, and the Middle East. He is widely known for his experience in a diverse range of industries, including real estate, entertainment, media, technology, investment, and finance, representing companies of all sizes, and many wealthy individuals and successful entrepreneurs while building the firm over the years.

Today, Rosenbaum’s primary responsibilities involve the firm’s overall strategies, closely working with day-to-day leaders of several key U.S. markets including the New York region and all its non-U.S. operations.

• Sponsoring a first-year law student with a multinational fast-food chain through the Move the Needle Diversity Pipeline Collective with The Diversity Lab. What are the keys to building a diverse culture that is sustained in the long term?

At Greenberg Traurig, our leadership is diverse by intention – nationally, and internationally – with more than 45 percent of the firm’s executive committee comprising diverse leaders, including women, ethnic minorities, and LGBTQ+ individuals. This creates a pipeline of diverse talent in our recruiting programs which starts at the community level and continues through to education and ultimately to internships, clerkships, and employment.

How do you measure the progress of your diversity efforts?

We look for outside organizations that provide certifications or rankings. Greenberg Traurig’s track record of putting diversity into action led us to achieve Mansfield Rule 3.0 Certification from The Diversity Lab. This national program is designed to help law firms become more inclusive

“At Greenberg Traurig, our leadership is diverse by intention – nationally, and internationally – with more than 45 percent of the firm’s executive committee comprising diverse leaders, including women, ethnic minorities, and LGBTQ+ individuals.”

Nikki Lewis Simon 16 LEADERS

Ernest L. Greer

Lori G. Cohen

Jaret L. Davis

Demetrius G. McDaniel VOLUME 44, NUMBER 3

“In 2020, Greenberg Traurig’s Diversity, Equity & Inclusion team launched several new initiatives within our Social, Racial, and Economic Justice Action Plan. We have committed to funding $5 million over five years to support external programs/organizations that address causes and effects of systemic racism.” and diverse by requiring them to consider at least 30 percent women, ethnically diverse, LGBTQ+, and differently abled attorneys for leadership and governance roles, equity partner promotions, formal client pitch opportunities and senior lateral positions.

Is there more to do beyond internal programs?

Supporting social justice initiatives helps to take your impact into the community. In 2020, Greenberg Traurig’s Diversity, Equity & Inclusion team launched several new initiatives within our Social, Racial, and Economic Justice Action Plan.

We have committed to funding $5 million over five years to support external programs/organizations that address causes and effects of systemic racism.

How do you build diversity into workplace culture?

Building diversity into workplace culture will be different for different organizations based on industry, location, size, corporate age and more. I would offer the following six ways leaders can help create an environment where diversity, equity, and inclusion are top of mind.

1. Start at the Top – Creating achievable shortterm goals can drive long-term change. Building a diverse team can be fundamental to creating the solutions and strategies that clients and customers need to accomplish their goals. For example, the diversity, equity and inclusion initiative at Greenberg Traurig is driven by the firm’s Executive Committee, and Litigation Shareholder/Chief Diversity, Equity & Inclusion Officer Nikki Lewis Simon, a Miami shareholder, who reports to both the firm’s chief executive officer and co-president.

2. Create Transparency – Transparency is particularly important because you need to create buy-in at all levels. Include everyone in the planning, strategy, and implementation.

Richard C. Kim VOLUME 44, NUMBER 3

Cesar L. Alvarez

3. Be Intentionally Diverse – Intentional Diverse Leadership is not just about having one minority or female partner or high-level executive so they can check a box. Our leadership is diverse by design, including the following: • Ernest L. Greer, Co-President.

• Lori G. Cohen, a firm Vice Chair, Co-Chair of the global Litigation Practice and of the Trial Practice.

• Jaret L. Davis, Miami office Co-Managing Shareholder.

• Demetrius G. McDaniel, Co-Regional Operating Shareholder for Texas, Chair of the Texas Government Law & Policy Practice a n d C o - C h a i r o f t h e Wa s h i n g t o n , D . C .

Federal Government Law & Policy Practice.

• Richard C. Kim, Co-Chair of the Global Finance Practice and Co-Chair of the New York office Corporate Practice.

Additionally, firm leaders have had the unique experience of emigrating to the U.S. as diverse individuals, including: • Cesar L. Alvarez, a former CEO and current Senior Chair; Yosbel A. Ibarra, who is LGBTQ+, Miami office Co-Managing Shareholder; and Orlando L. Evora, Orlando office Co-Managing Shareholder, were born in Cuba.

• Jéan E. Wilson, Orlando office Co-Managing Shareholder, was born in Haiti.

• Ejim Achi, New York office Co-Managing Shareholder and office Corporate Practice Co-Chair, emigrated from Nigeria.

4. Collaborate to Connect – Leadership involves service and most professionals feel that they have a responsibility to give back.

Collaborating with community organizations perfectly blends service and diversity.

5. Allow DE&I Spr ead Thr oughout the Organization – Create a chain reaction of

Yosbel A. Ibarra

Orlando L. Evora

DE&I successes that will flow through the organization. This is part of who you are, not just something you do.

6. Involve everyone – Like everyone, diverse employees, particularly junior employees or those new to the organization, can usually be best served by having a sponsor or mentor. Have leaders make it part of their job to mentor these individuals. Involve allies in meaningful ways and support a culture of personal commitment. If you are on the right track, underrepresented employees will feel included and will be comfortable voicing their concerns.

As just one example of what we are doing, as part of Greenberg Traurig’s Social, Racial and Economic Justice Plan, the firm utilizes its Social Justice Action Academy to reach employees. The program educates and trains them on matters of race, justice, and equity; facilitates and encourages “Courageous Conversations” on these topics; and helps drive forward meaningful change.

Greenberg Traurig’s Diversity Initiative From its inception, Greenberg Traurig has been committed to diversity, equity, and inclusion in the workplace. Greenberg Traurig is a uniquely empowering and diverse firm built on a foundation of fairness, equality, and authenticity. Through its Social, Racial, and Economic Justice Action Plan, the firm has committed $5 million over five years to help combat systemic racism and support impoverished communities. In addition, the firm’s efforts have been recognized through its Mansfield Rule 3.0 certification, administered

by The Diversity Lab, and by local, national, and global publications and organizations including Chambers and Partners.

•

Jéan E. Wilson

Ejim Achi LEADERS 17

DIVERSITY & INCLUSION

An Instrument of Social Justice An Interview with Philip O. Ozuah, MD, PhD, President and Chief Executive Officer, Montefiore Medicine EDITORS’ NOTE Dr. Philip Ozuah is Will you discuss Montefiore’s long the President and CEO of Montefiore and deep commitment to diversity Medicine, the umbrella organization and inclusion and how this focus for Montefiore Health System and is a part of the Montefiore culture?

Albert Einstein College of Medicine.

Diversity and inclusion aren’t A nationally recognized physician, goals at Montefiore, they are our way leader, executive, researcher, teacher of life. Equity and fairness are what we and author, Dr. Ozuah previously do and what we have always done. served as President of Montefiore We define medicine as an instrument Health System. A National Institutes of social justice. We are a literal celof Health (NIH)-funded researcher ebration of humanity, a place where and award-winning educator, all are welcome to join us in our quest Philip O. Ozuah he also served as Professor and for excellence, and where all receive University Chairman of Pediatrics at the support and encouragement they Albert Einstein College of Medicine and Physician- need to thrive and succeed. Our difference is in-Chief of Children’s Hospital at Montefiore. Dr. our commitment, to each other and to the peoOzuah has been recognized locally and nationally ple we serve, to create a community of care that for excellence in teaching and patient care, includ- reflects the rich variety of the communities and ing as an inductee into the Alpha Omega Alpha the world we share.

Honor Medical Society and a two-time recipient Our commitment to diversity and inclusion of the Academic Pediatric Association’s prestigious began in 1889, when Montefiore became a nonHelfer Award for Innovation in Medical Education. sectarian hospital that welcomed all religions.

Along with his various awards for teaching and The first woman doctor joined the house staff clinical excellence, Dr. Ozuah has also been recog- in 1916, practically unheard of in those days. nized by Modern Healthcare as one of the “Top 25 During the 1930s, Black medical residents were COOs in Healthcare.” Dr. Ozuah earned his med- accepted to Montefiore at a time when such ical degree from the University of Ibadan, Nigeria, integration was rare. Today, our workforce is a master’s degree in education from the University over 71 percent female and over 70 percent of Southern California and a PhD in educational people of color. We continue to harness the leadership and administration from the University power of diversity by providing an environment of Nebraska-Lincoln. He completed his Pediatric where associates know they can be themselves Internship and Residency at Albert Einstein College wholeheartedly, unapologetically and without of Medicine and Montefiore, and his Post-Doctoral judgement. They recognize our commitment Fellowship in Medical Education at the University of Southern California School of Medicine.

INSTITUTION BRIEF Montefiore Medicine (montefiore.org) is the umbrella organization overseeing both Montefiore Health System and Albert Einstein College of Medicine. Montefiore Health System is comprised of 11 hospitals, including Children’s Hospital at Montefiore and Burke Rehabilitation Hospital, employs nearly 40,000 people, and has nearly 8 million patient interactions a year throughout four New York counties: The Bronx, Westchester, Rockland and Orange.

In addition, Montefiore recently ranked among the top 1 percent of hospitals in seven specialties

by U.S. News & World Report. For more than 100 years, Montefiore has been nationally recognized for innovating new treatments, procedures and approaches to patient care, producing stellar outcomes and raising the bar for health systems around the country and around the world.

18 LEADERS

to social justice, along with our core values of fairness, inclusion, innovation and teamwork.

They feel valued, engaged and empowered to do their best every day.

While diversity and inclusion is the right thing to do, you have also stated that it is critical for driving better business results.

Will you elaborate on how diversity and inclusion impacts business performance?

It’s the success of our mission that drives our success as a business. At Montefiore, there is no difference between who we serve and who we are. There are no barriers between our staff and the people who come to us for help.

We have evidence to show that a workforce that’s more reflective of the population it serves delivers better, more sensitive care. Our diversity is critical for the success of our mission, which is to promote health and provide worldclass care to every person who comes through our door. By focusing on diversity and inclusive leadership at Montefiore, we see more engaged, socially responsible actions and behaviors from our associates, improved communication and workplace culture, and increased patient satisfaction and quality outcomes. That is how we succeed as a business.

What are the keys to being effective in attracting and retaining diverse talent and how is Montefiore making sure that it is reaching a diverse talent pool?

The key is to find the best people, regardless of their background. It’s about pursuing

“At Montefiore, there is no difference between who we serve and who we are.

There are no barriers between our staff and the people who come to us for help.”

VOLUME 44, NUMBER 3

“Diversity and inclusion aren’t goals at Montefiore, they are our way of life. Equity and fairness are what we do and what we have always done.”

excellence at all levels of the organization and then it’s about having an attitude of inclusiveness. If you are pursuing excellence, and you are committed to inclusiveness, that helps you even in areas where talent is rare and hard to find. Inclusiveness tends to permeate, and after a while, once you reach a certain critical mass, it’s no longer an issue. The quality of your people and the talent you have assembled helps you to recruit more people with the skills and attitudes that meet your standards.

Montefiore believes in identifying and recruiting talent from both traditional and nontraditional candidate pools, representing diverse backgrounds, skillsets and geographic locations.

We are dedicated to growing leaders at all levels through learning and the implementation of innovative leadership practices. Our Leadership Academy, for example, sponsors a leadership onboarding program to ensure that new leaders at Montefiore have the tools, training and support necessary for success.

How important are metrics to measure and track the impact of Montefiore’s diversity efforts?

Our diversity metrics drive our transformation efforts, highlight operational performance, and show us where our initiatives are succeeding and how we can improve. Two big numbers, the fact that our workforce is over 71 percent female and over 70 percent people of color, certainly confirm our commitment to inclusivity. Another good example is our participation

in the annual Human Rights Campaign Health Equality Index (HEI). HEI is a national benchmarking tool that evaluates healthcare facilities’ policies and practices related to the equity and inclusion of LGBTQ patients, visitors and associates. The effort is spearheaded by an associateled, inclusion committee that uses the HEI tool to establish benchmarks, identify gaps and develop strategies to ensure Montefiore continues to be a champion for LGBTQ staff, patients, and community partners. For the past four consecutive years, Montefiore has been recognized as a LGBTQ Healthcare Equality Leader for our commitment to equitable, knowledgeable healthcare to LGBTQ patients and their families, and as a safe, inclusive workplace for our associates.

Montefiore serves a diverse population and diverse communities. How critical is it for Montefiore’s workforce to mirror the diversity of its patients and communities?

Forty-three percent of our employees live in the Bronx, a community of 1.42 million where 59 percent of residents speak a language other than English at home, 26 percent of households have income below the poverty level and 30 percent of adults didn’t graduate from high school. We know our community and they know us. We understand each other. Our tight connection to our Bronx neighbors was never more important than during the coronavirus pandemic, when we fought side-by-side to beat COVID-19, which has had such a disproportionate impact on people of color and the poor.

“Over the years, the Montefiore Community Workforce Program has formed several partnerships with community-based organizations that empower disadvantaged populations and prepare them for the workforce, including employment through us.”

Faced with a terrifying and deadly new threat, they knew they could count on us to see them through it. Serving our neighbors’ healthcare needs is just part of what we do. Over the years, the Montefiore Community Workforce Program has formed several partnerships with community-based organizations that empower disadvantaged populations and prepare them for the workforce, including employment through us.

How is Montefiore making sure that its diverse talent has opportunities to grow and lead within the health system in order to retain this talent?

One key is staying true to our mission, which is what inspires us and the reason people want to be part of what we do. Another is creating an array of opportunities to get ahead. In 2013, we formed the Office of Leadership, Engagement and Diversity (LEAD) to develop and implement initiatives to broaden the pool of minority and disadvantaged students who can go on to thrive as physicians and scientists. We work very closely with our labor unions, creating and funding numerous opportunities for career advancement, further education and the acquisition of new skills.

For other parts of the workforce we have, essentially, what I call the “Montefiore University,” a slate of programs where we take people from all across the system and groom them in a formal way. The evidence for the effectiveness of that effort is the fact that the vast majority of our senior roles are filled from within. This diversity at the top ensures that Montefiore remains true to its commitment to identify, recruit, train and support people from all backgrounds.

What do you tell young, diverse talent about the career opportunities that exist in the industry?

I said it before, but it bears repeating – at Montefiore, we view medicine as an instrument of social justice. To advance that cause, we have multiple partnerships with local organizations to ensure that our workforce reflects the diversity of the communities we serve. The diversity of our staff is a strength that fosters an environment free from cultural bias, delivers equitable and culturally-competent care, and improves the health of the people who depend on us. Young people interested in careers in healthcare should seek out institutions that share those core values – places where they can grow, develop as leaders and make an impact by addressing the health inequities that plague too many of our communities.

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LEADERS 19

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DIVERSITY & INCLUSION

Building on a Commitment An Interview with Paige Ross, Global Head of Human Resources, Blackstone and Christopher James, Chief Operating Officer, Blackstone Tactical Opportunities EDITORS’ NOTE Paige Ross is the Global Head of Human Resources at Blackstone. In this role, she oversees human resource management globally for the firm. She brings more than 25 years of experience in talent development and strategic planning across a multitude of industries and geographies. Prior to joining Blackstone, Ross served as the Managing Director of Talent Management at Centerbridge Partners with a focus on leading Talent Management across the portfolio companies. She has also held senior human resources leadership positions at Pfizer, Avon and PepsiCo. Ross earned her BA at Stony Brook University and PhD in Applied Organizational Psychology at Hofstra University.

Christopher James is a Senior Managing Director of Blackstone and Chief Operating Officer of Blackstone’s Tactical Opportunities gr oup. He is a member of the Investment Committee for Tactical Opportunities and Blackstone Growth funds. Prior to launching Tactical Opportunities in 2012, James managed a number of the firm’s business development efforts and strategic initiatives across asset classes and investment products. Since joining Blackstone in 2006, he has led the organization of a number of new Blackstone investment products as well as the execution of the firm’s initial public offering and the firm’s investments in GSO, Pátria Investimentos and Strategic Partners. He has served on the boards of past Blackstone portfolio companies and currently serves on the boards of Blackstone TORO Holding Trust and CDL. James received a BS from Duke University and a JD from Harvard Law School. He currently serves on the Board of Trustees of Prep for Prep and Riverdale Country School.

FIRM BRIEF Blackstone (blackstone.com) is one of the world’s leading investment firms. It seeks to create positive economic impact and long-term value for its investors, the companies it invests in, and the communities in which it works. Blackstone does this by using extraordinary people and flexible capital to help companies solve problems. Its $649 billion in assets under management include investment vehicles focused on private equity, real estate, public debt and equity, life sciences, growth equity, opportunistic, non-investment grade credit, real assets and secondary funds, all on a global basis.

VOLUME 44, NUMBER 3

Paige Ross

Christopher James

How has the human resources role evolved and how important is it for the role to be engaged in business strategy?

Ross: At Blackstone, our business strategy is our Human Resources strategy. Our Human Resources department is intrinsically connected to all business planning. Our HR team focuses on attracting, recruiting, and developing employees throughout the entire employee life cycle, all in support of meeting business objectives including diversity, equity and inclusion (DEI).

Will you provide an overview of your role and key areas of focus?

James: I’m the Chief Operating Officer and a founding member of Blackstone’s Tactical Opportunities (Tac Opps) business, which is the firm’s opportunistic investment platform.

Tac Opps provides flexible capital solutions across asset classes, sectors, and geographies. Our mission is to deliver attractive riskadjusted returns to our investors. In my role, I help manage the business, including our team, our investment process, and our relationship with our investors.

How do you describe Blackstone’s culture and how critical is culture to the success of the firm?

James: Blackstone has a culture of meritocracy, excellence, openness, integrity, and innovation. Those are the values that Steve Schwarzman and Pete Peterson founded the firm on 35 years ago, and they still ring true today. I’ve been with Blackstone for over 15 years and have in many ways “grown up” here.

One of the key reasons I’ve had such a satisfying experience is because of those values and that culture that is the bedrock for Blackstone and working at our firm.

Will you discuss Blackstone’s focus and commitment to diversity, equity and inclusion?

Ross: DEI is critically important to our culture and makes us better investors. At Blackstone, we are committed to increasing diversity and the scale of our portfolio – over 200 companies that employ nearly half a million people – allows us to have massive impact.

We’re proud of our efforts to date but know there is still work to be done.

Will you highlight Blackstone’s diversity and inclusion strategy?

Ross: Blackstone has four main priorities in relation to diversity, equity and inclusion.

Recruitment of diverse talent; retention and engagement efforts; value creation through responsible investing; and giving back to underserved communities.

First, we believe true impact starts early at the recruitment pipeline. We expanded the number of schools we recruit from to 44 schools, including Historically Black Colleges and Universities (HBCU). This shift has drastically altered our talent pipeline and first-year analyst class with 45 percent of our

“Our HR team focuses on attracting, recruiting, and developing employees throughout the entire employee life cycle, all in support of meeting business objectives including diversity, equity and inclusion.” - Paige Ross LEADERS 21

“DEI is critically important to our culture and makes us better investors.

At Blackstone, we are committed to increasing diversity and the scale of our portfolio – over 200 companies that employ nearly half a million people – allows us to have massive impact.” - Paige Ross

2020 global analyst class identifying as female, up and 44 percent of our 2020 U.S. analyst class identifying as racially diverse. Within the firm, we have four affinity networks dedicated to supporting the recruitment, retention and advancement of women, diverse professionals, LGBT+ individuals and veterans. I’m proud to share that these groups are not siloed within the company, but rather celebrated and embraced by all employees. This is thanks to the fact that our senior most leaders champion diversity, equity and inclusion as a business priority, not a requirement by Human Resources.

Second, we work to ensure we have strong engagement and retention. In addition to our affinity network programming, we offer talent development and mentorship opportunities for employees at all levels.

Third, we are focused on creating value at our portfolio companies. For example, we recently announced a commitment to increase board diversity and to find career opportunities for under-resourced populations.

Finally, we also partner closely with the Blackstone Charitable Foundation to give back to communities where we live and work.

Recently, their flagship LaunchPad program – dedicated to making entrepreneurship accessible for all college students – announced a $40 million commitment and partnership with UNCF to focus on colleges and universities that have a majority diverse population or are serving under-resourced communities.

How important is it for Blackstone to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when making business decisions?

James: It is extremely important to have a diverse and inclusive workforce – it is what makes us better investors, helps us avoid risk and deliver better outcomes for our investors. At Blackstone, we see our people as our most important asset and building and maintaining a positive, diverse and inclusive culture has been critical to the company’s success. We’re working every day to continue to build on that commitment.

Recently, we announced an expansion of our Environmental, Social and Governance (ESG) team, with five newly-created senior positions across the U.S., Europe and Asia. With our new hires, we are adding new resources and capabilities within the business units, like Tac Opps, and also building out a corporate ESG structure which will deepen our existing ESG integration across our investment process and asset management.

How valuable has it been to have the commitment of Blackstone’s senior management in its diversity, equity and inclusion work?

Ross: Having ‘buy in’ is crucial for success. Thankfully, at Blackstone we have unwavering support from our senior leadership team on all our diversity, equity and inclusion and environmental, social and governance (ESG) initiatives. The perfect example of this is our Career Pathways Program which aims to expand employment opportunities for people from underserved communities. This program requires strong partnership across HR and the business and portfolio operations and is championed by Blackstone’s Global Head of Private Equity, Joe Baratta, and Marcus Felder, VP in Portfolio Operations.

“Blackstone has a culture of meritocracy, excellence, openness, integrity, and innovation. Those are the values that Steve Schwarzman and Pete Peterson founded the firm on 35 years ago, and they still ring true today.” - Christopher James

What was the vision for cr eating Blackstone’s Diverse Professionals Network and how do you engage Blackstone’s workforce in its efforts?

James: Blackstone launched its Diverse Professionals Network (DPN) in 2015 to improve the recruitment and retention of underrepresented minorities at Blackstone as well as create an inclusive community of diverse employees within the firm. Our DPN provides a space for our employees to come together and discuss their experiences, develop relationships and networks that foster a sense of inclusion and, ultimately, weave these aspects into the firm’s culture.

Engagement with the DPN happens throughout Blackstone. Senior leadership of the firm has strongly endorsed the DPN and its mission, and there are over 900 employees representing a variety of ethnicities and backgrounds. The widespread support and enthusiasm for the DPN has been crucial to the success we’ve had.

What do you tell diverse talent about the opportunities that exist to grow and lead in the industry?

James: First, I acknowledge that our industry has had a relatively poor history sourcing and progressing diverse talent. There are longstanding structural dynamics in our society that have facilitated failures here.

However, there are positive changes happening in the industry to remedy these failures.

Importantly, there is now broad awareness of how far we need to go and the big efforts we need to undertake to enhance diversity in financial services. Coming out of the confluence of events last year – the murder of George Floyd, rising social unrest and the pandemic – you are now seeing allyship across many different groups to really address diversity and inclusion in our industry.

There is aggressive leadership from many enterprises on this, including Blackstone. We’ve made a sustained commitment to improve our diversity and progress our diverse employees into positions of leadership.

What advice do you offer young people beginning their careers during this challenging and unprecedented time?

Ross: I’d urge everyone to think of every job as an opportunity to learn. Be open to different opportunities and build your network.

Careers are zig zagged, not a straight line – you never know where you’ll end up.

•

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VOLUME 44, NUMBER 3

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DIVERSITY & INCLUSION

Unlocking Higher Levels of Business Performance An Interview with Dino E. Robusto, Chairman and Chief Executive Officer, CNA Financial Corporation EDITORS’ NOTE With a career Will you discuss CNA’s long and spanning more than 30 years, Dino deep commitment to diversity and Robusto is a recognized industry inclusion and how this focus is a leader. Before CNA, he held varipart of CNA’s culture? ous positions at Chubb, serving as Since becoming CNA’s CEO in Pr esident of Commer cial and 2016, I’ve reaffirmed diversity and Specialty Lines, and President of inclusion as both a business imperaPersonal Lines and Claims. He has tive and area of strategic focus across also held several underwriting and our entire management team to field roles of ever-increasing magensure all employees experience nitude where he honed his trade being uniquely valued and are able expertise. Additionally, he had to excel and succeed at their jobs. I’ve Dino E. Robusto responsibility and oversight for sevalso made sure it’s a regular topic of eral functional areas, including review with our Board of Directors. human resources, information technology, com- This is a dynamic journey for all of us that will munications, corporate development, external perpetually evolve as humanity embraces an affairs and innovation. Robusto serves on the ever-broadening definition of how society interBoard of Directors of Junior Achievement USA; acts with respect for one another. Our actions the Board of Trustees for The Institutes; and the and commitments as a company change to supBoard of Overseers for the Maurice R. Greenberg port this evolution and the evolving needs of School of Risk Management, Insurance and our employees. In support of this, we prioritize Actuarial Sciences at St. John’s University. He D&I skill building at all levels of the organizaformerly served on the Boards of Directors of tion and we target relevant leadership training Applied Systems and RAND Corporation’s for management that cultivates their adeptness Institute for Civil Justice, and on the Board of at exhibiting inclusive behavior without the Advisors of Catalyst Inc. Robusto earned a bach- subtle nuances of bias. elor’s degree in commerce, finance and ecoWe also continually evolve our workforce nomics from McGill University in Montreal, and policies, processes and employee benefits to is a graduate of The Wharton Business School ensure inclusion and equity in the workExecutive Management Program. place is effectively reinforced. In addition, importantly, our institutional support of our COMPANY BRIEF CNA (cna.com) provides a Employee Resource Groups (ERGs) acts as a broad range of standard and specialized prop- major influence in our journey’s objectives, as erty and casualty insurance products and ser- they influence our overall diversity and incluvices for businesses and professionals in the U.S., sion objectives while championing the unique Canada and Europe, backed by more than 120 voices, needs and aspirations of their memyears of experience. bers. Through our D&I Council and executive

leadership, together with the ERGs, we convert our objectives into functional execution every day.

While diversity and inclusion is the right thing to do, you have also stated that it is critical for driving better business results.

Will you elaborate on how diversity and inclusion impacts business performance?

Three critical areas of business performance are profoundly impacted by practical outcomes of D&I initiatives. First, access to talent. Many things make a company successful, but quintessential in my mind is talent.

The greater your breadth of talent, the greater are your competitive advantages. Breadth of talent can be dramatically impacted by the breath of the sources of that talent. Second, customers are increasingly diverse as businesses expand across industries and geographies, and these customers value interacting with companies that support and appreciate their unique needs. Third, diversity of thought accelerates innovation and leverages ideas and conclusions to create smarter solutions, faster. Functional diversity of thought emerges from the diversity of people, each bringing different perspectives from their unique life experiences. Embracing diversity of thought by fostering a company where people freely collaborate and are encouraged to explore new and different perspectives creates increased opportunities to excel ahead of the competition. At CNA, we have evidenced repeatedly that diversity unlocks higher levels of business performance. It is not only the right thing to do, it is the way to succeed.

“Embracing diversity of thought by fostering a company where people freely collaborate and are encouraged to explore new and different perspectives creates increased opportunities to excel ahead of the competition.”

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VOLUME 44, NUMBER 3

“CNA approaches the recruitment, development and retention of diverse talent as an imperative like our financial goals, and in fact, to help ensure our financial goals.”

What are the keys to being effective in attracting and retaining diverse talent and how is CNA making sure that it is reaching a diverse talent pool?

CNA approaches the recruitment, development and retention of diverse talent as an imperative like our financial goals, and in fact, to help ensure our financial goals. We insist on developing diverse candidate slates and, although we invariably will meet with varying levels of success across geographies and functions, the exercise is a critical aspect of our recruitment framework. We target and align ourselves with organizations like the Thurgood Marshall College Fund, ASPIRA, and others to build a more diverse talent pipeline.

Talent acquisition is tremendously influenced by not only the search, but the reality of our internal workplace. Increasingly, diverse candidates interview the companies as much as the companies interview them.

They are looking for proof that the company is a place where they see evidence of progressive success of people that share their values, aspirations, and needs. To that end, we’ve mobilized the entire organization around building institutionalized allyship through education, bold conversations and actions. We’ve launched new programs aimed to accelerate the development of our high-performing diverse talent. We’ve paired our more senior leaders with diverse talent for both mentoring and reverse mentoring.

The reality of these actions resonates with candidates as much, if not more, than the recruitment pitch.

CNA serves a diverse client base. How critical is it for CNA’s workforce to mirror the diversity of its clients?

Our customers are a highly diverse group because we serve a variety of industries from healthcare to manufacturing, retail to construction, and from the smallest of entrepreneurs and single professionals to Fortune 100 companies in the U.S. and abroad. Within this broad spectrum exists an increasingly diverse set of customer employees. Most companies endeavor to succeed at D&I, and these customer companies value, and are even increasingly demanding, to interact with supplier companies that support and appreciate the unique, multi-dimensional needs of their employees.

How is CNA making sure that its diverse talent has opportunities to grow and lead within the company in order to retain this talent?

This is a major area of focus because increasing diversity in our leadership ranks requires disciplined and vigilant efforts. Those efforts start with me and my executive leadership team, and begin with routinely reviewing diverse talent across the enterprise. We thoughtfully plan for development and help initiate career moves that foster greater awareness of the employees’ talent through the execution of their goals. In turn, this highlights them as the top talent for broader, more influential roles in our structured succession planning processes across the organization. To further facilitate success, earlier this year we launched a Sponsorship Program for diverse talent, focusing first on our Black and African American employees, that fosters greater advocacy by influential talent in the company. Disciplined leadership

commitment, vigilant succession planning, and sponsorship are emphasized by the entire executive team. We also readily seek input from our Employee Resource Groups on how we can further our progress.

What do you tell young, diverse talent about the career opportunities that exist in the industry?

Our industry is replete with opportunities for diverse talent, whatever their career stage, because as an industry we are increasingly united in our efforts to advance diversity and inclusion.

From carriers to agents and brokers, we’re driving these changes together, creating large communities of diverse peoples. Very importantly, the property casualty insurance industry is one that is undergoing dramatic changes across the value chain as we expand our analytical technologies and develop new products and services to meet the evolving, sophisticated needs of our customers. We do so with a noble purpose because our business model, including our products and services, generate revenues from helping eliminate individual and catastrophic risks to our customers. This is an industry where your efforts generate a pride of execution. Diversity of talent enhances performance and is required for our industry to successfully evolve. When you have this in an industry, then you can rest assured you will be valued for what you uniquely bring to a company and the broader industry. I have been in this industry a long time and its value will persist for generations to come. Now more than ever, a diversity of talent, thought, and execution is needed. I can’t think of a better place for diverse talent to start and build or continue to grow a career.

•

“Diversity of talent enhances performance and is required for our industry to successfully evolve. When you have this in an industry, then you can rest assured you will be valued for what you uniquely bring to a company and the broader industry.”

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LEADERS 25

DIVERSITY & INCLUSION

Unlocking True Human Potential An Interview with Ellyn Shook, Chief Leadership & Human Resources Officer, Accenture EDITORS’ NOTE Ellyn Shook is financial and societal crises required responsible for helping the more than employers to see their people not half a million people of Accenture just as employees, but as whole succeed both professionally and perhuman beings – perhaps in ways sonally. A member of Accenture’s they never had before. As a result of Global Management Committee these changes, the CHRO’s role also and Investment Committee, Shook is changed dramatically. a strong advocate for inclusion and For those experiencing massive diversity and Accenture has been employment disruption – either hiswidely-recognized externally as an toric unemployment or in some cases employer of choice and for its diverthe inability to hire fast enough – sity efforts. A recognized thought modern CHROs need to balance obliEllyn Shook leader and author on the topics of gations to their organization, their futur e of work and inclusion people and society more broadly. and diversity, Shook is a member of the World They must treat people with the utmost respect Economic Forum’s Global Shapers Community and consider both the short and long-term Foundation Board, the Women’s Leadership needs of their workforce along with the Board of the Women and Public Policy program vibrancy of their talent brand. They also at Harvard’s Kennedy School, and the steer- need to collaborate in new and different ways, ing committee of Paradigm for Parity. She also often across industries and even with comserves on the HR Policy Association’s Board of petitors, to find new opportunities for their Directors and is an active member of the HR50 people or to fill roles in surging industries. division of World50. Shook holds a BS degree Those companies that are accelerating their from Purdue University. digital transformations also need to identify new capabilities, operating models and leaderCOMPANY BRIEF Accenture (accenture.com) ship characteristics. Many organizations look to is a global professional services company with their CHRO to orchestrate this transformation leading capabilities in digital, cloud and security. through leadership, talent and cultural lenses.

Combining unmatched experience and specialThose who understand and focus on human ized skills across more than 40 industries, it needs are best positioned to emerge faster with offers Strategy and Consulting, Interactive, stronger talent brands and employee value Technology and Operations services – all pow- propositions. We refer to this in our research ered by the world’s largest network of Advanced as leaving people “net better off,” which is also Technology and Intelligent Operations centers. good for business. Modern CHROs play a critiAccenture’s 537,000 people deliver on the prom- cal role in accelerating transformation and carise of technology and human ingenuity every ing for their people, ultimately positioning their day, serving clients in more than 120 countries.

Accenture embraces the power of change to create value and shared success for clients, people, shareholders, partners and communities.

company to be true winners in the race for talent and for market leadership.

Will you expand on the concept of leaving people “net better off,” and what actions CHROs and their peers in the C-suite should be focused on?

This past year David Rodriguez, CHRO of Marriott, and I co-authored research on this topic, and a clear message to the C-suite emerged. As the pandemic passes, people will again have a choice in who to work for – we are seeing signs of this with talent shortages in many sectors. Savvy leaders recognize that building trust and helping their people become what we call “net better off” will win in the future. Our research found six key human dimensions that contribute most to leaving people “net better off” at work, and unlocking over two-thirds of an individual’s potential.

There are the obvious ones: providing a job and a paycheck, and meeting their physical needs, which have been amplified throughout the pandemic. But many companies stop there. It’s the other three dimensions that matter most to help people fulfill their potential: providing a sense of purpose, meeting their relational needs and sense of connection to others, and supporting their emotional and mental well-being.

When leaders fail to look across all six dimensions, they leave opportunity on the table. When organizations leave their people “net better off,” our modeling shows they also see a boost in financial performance, even in challenging economic times. Again, taking good care of people is good business.

“Leaders are taking a hard look in the mirror

With the impact of the COVID-19 pandemic, along with the pace of change accelerating, how is the role of the CHRO evolving?

The pandemic immediately caused deep disruption of talent markets around the world, disproportionately impacting women and under-represented populations of people. It also massively accelerated the pace of change – digital transformations that previously took years happened in months, which created a chasm between two types of companies: the leaders and laggards. Additionally, the compounding physical and mental health, 26 LEADERS

and realizing that, while the journey toward equality is complex and making enduring progress can be difficult, the true risk is not to do something, but to do nothing.”

VOLUME 44, NUMBER 3

“Those who understand and focus on human needs are best positioned to emerge faster with stronger talent brands and employee value propositions. We refer to this in our research as leaving people ‘net better off,’ which is also good for business.”

Taking care of people also implies an inclusive workplace. How engrained is diversity and inclusion in Accenture’s culture and values?

At Accenture, the tone is set at the top.

The activations and ideas across any company need to start with true business commitment.

Our CEO and our Board of Directors set the tone for our inclusion and diversity approach which is grounded in two fundamental beliefs.

First, that equality, inclusion and diversity make us smarter and more innovative. Second is our shared success mindset – embracing change that benefits all our stakeholders: our people, clients, shareholders, partners and communities.

People, culture and inclusion and diversity are topics at every board meeting. We are very intentional about creating a culture of equality that’s underpinned by four cultural building blocks – our beliefs, behaviors, how we develop people and how we do business. Having a strong cultural grounding is so important because it helps organizations move beyond episodic reactions to creating sustainable and equitable change.

In a talent-led business like ours, this translates into the commitment we make to our people to help them be successful, both professionally and personally. At the heart of this is a fundamental belief that we treat our people as human beings, not just employees, so they can bring their authentic self to work – and to their entire life – every day. That is how you unlock true human potential.

How important is it to have diverse perspectives and experiences at the table when addressing client needs?

Our commitment also extends beyond the walls of Accenture to create what we call 360-degree value. We aim to not only deliver the financial business case, but also to partner with our clients to make greater progress on inclusion and diversity through diverse teams, help them achieve their sustainability goals, and enable them to reskill and create meaningful experiences for their people. A great example is our client Best Buy. As part of our collaboration, we are helping them not only accelerate technology innovation – they are already a leader – but also diverse talent. The company has an ambitious goal to hire 1,000 employees onto its digital and technology team over the next two years, and it has committed that 30 percent VOLUME 44, NUMBER 3

of these employees will be diverse – specifically Black, Latinx, Indigenous and women.

Accenture will help recruit, train and hire this new talent.

Our research shows that equality helps to drive innovation. A person’s innovation mindset – their willingness and ability to innovate – is six times greater in organizations that foster a more equal culture. Our clients expect that we’ll bring this innovation to the work we do with them, and we all recognize we will make greater progress together than we will alone.

This also comes to life in how we collaborate with our partners to create lasting impact in our communities. For example, we recently named our 2021 Outside Counsel Diversity Award winners. For the past few years, we had recognized the general contributions of outside counsel firms. To help spark meaningful change in the industry, the awards now honor select legal service partners who go above and beyond to create a culture of equality in their workplaces and communities.

Ultimately, the world is watching – from employees and customers to partners, community members and investors – and expectations are growing. It’s not just about creating value; it’s about creating value while leading with values. Leaders are taking a hard look in the mirror and realizing that, while the journey toward equality is complex and making enduring progress can be difficult, the true risk is not to do something, but to do nothing.

Will you elaborate on some of the actions Accenture is taking to achieve progress and reach a diverse talent pool?

We have found that, as with any other business effort, the first step toward creating a more inclusive and diverse workforce is almost an obvious one: setting goals. Transparency builds trust, and publishing our goals and our progress not only holds us to a higher level of accountability, it can also accelerate the pace of change.

In 2017, we published our goal to become a gender-balanced workforce by 2025, which we are on track to achieve; we are at over 46 percent women today. And, while we had set representation goals for a number of years, in 2020 we created our own methodology for race and ethnicity representation goals in the U.S., U.K. and South Africa. This additional rigor gave us the confidence to be even more aspirational

and to share these goals publicly. We combine this with complementary actions that foster a company culture of equality – one that truly supports the people that the goals represent.

To expand our access to a diverse talent pool, we adopted a skills-based approach and looked beyond four-year degree requirements. Currently, 48 percent of our roles in the U.S. no longer have this degree requirement. Considering our representation goals and census data, we were able to target select metro areas where we could accelerate progress and make a difference in those communities.

Once goals are in place, leaders must be held accountable for reaching them. We created what we call a “shared success scorecard,” which measures our top 500 leaders across five key dimensions: sales, revenue and profitability, as well as key talent retention and progress on inclusion and diversity goals. Putting people metrics on par with financial metrics is a game changer.

What other advice do you have for organizations to accelerate their progress in addition to setting goals?

Goals and numbers tell only part of the story. Leaders need to listen and understand how their people are feeling. After the murder of Philando Castile in 2016, we brought the topic of race into the workplace with our first Building Bridges conversation, allowing us to have courageous discussions with each other. This became our formula for convening conversations.

Without open dialogue, the risk of creating an atmosphere of “divisive diversity” is very real – which happens when you focus on the numbers without real cultural change. When you foster an environment where real ideas and perspectives can be shared, it’s through that exchange when inclusion happens. Being able to face uncomfortable truths, and discuss critical topics openly, make up the hard work that matters most.

Organizations also need to be laser-focused on creating a culture that supports sustainable change. They should ask themselves some key questions, including: Are we actively listening to our people and holding open conversations about equality? Can people see others like themselves in our workplace? Once people join us, are our development and advancement paths helping them succeed?

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LEADERS 27

DIVERSITY & INCLUSION

The Beauty of Belonging An Interview with Jane Hertzmark Hudis, Executive Group President, The Estée Lauder Companies EDITORS’ NOTE As Executive Group Will you provide an overview of President, Jane Hertzmark Hudis is your role and key areas of focus? responsible for leading the company’s As Executive Group President Estée Lauder, La Mer, Bobbi Brown, for The Estée Lauder Companies AERIN, Origins, Aveda, Bumble and (ELC), I oversee Estée Lauder, La Mer, bumble and Dr.Jart+ brands globally.

Bobbi Brown, AERIN, Origins, Aveda, She serves on the Executive Leadership Bumble and bumble and Dr.Jart+. My Team, is an Executive Officer of the brand portfolio reflects several of the company, serves on the Investment highest-growth areas of the company, Development Committee, and reports including skincare and driving sucdirectly to Fabrizio Freda, President cess across China and APAC, and with and Chief Executive Officer. A pasChinese consumers around the world.

Jane Hertzmark Hudis sionate advocate of leadership develIn addition to my brand and enterprise opment and inclusion and diversity responsibilities, I’m known for being throughout her career, Hertzmark Hudis co- a powerful brand builder. A cornerstone of my founded ELC’s Women’s Leadership Network in role is being a keeper of brand equity, being 2017 to inspire and engage women across the orga- a creative, a storyteller and a marketer, while nization, helping them become exceptional leaders also staying completely in tune with what our and mentors. Her expertise has been widely-rec- consumer wants and needs. ognized by many best-in-class organizations. She I am also the founder and executive sponserves as a Director on the Board of the Fashion sor of The Estée Lauder Companies’ Women’s Institute of Technology (FIT) Foundation and is Leadership Network which today is our coman honorary member of FIT’s Executive Committee pany’s largest employee resource group with of the Cosmetics and Fragrance Marketing and more than 2,000 members globally.

Management Graduate Program. She also serves How do you describe The Estée Lauder on the Advisory Board of the Breast Cancer Companies’ culture and how critical is culResearch Foundation. She has been recognized ture to the success of the company? with numerous industry honors, including the FIT This year we are celebrating our 75th year Vanguard Award in 2018, the Outstanding Mother as a company and I believe that a fundamental Award from the National Mother’s Day Committee reason why we have seen decades of global and Save the Children in 2017, the WWD Beauty growth and success is because we’ve stayed Inc. Beauty Newsmaker Award in 2016, the HELP true to the values that define our special culHero Business Leadership Award from HELP USA ture. Our culture is often described as being in 2010, as well as the Cosmetic Executive Women (CEW) Achiever Award in 2008. Hertzmark Hudis received her BA degree from Vassar College and her MBA from Columbia University.

COMPANY BRIEF The Estée Lauder Companies (elcompanies.com) is one of the world’s leading manufacturers and marketers of quality skin care, makeup, fragrance and hair care products.

The company’s products are sold in approximately 150 countries and territories under brand names including: Estée Lauder, Aramis, Clinique, Lab Series, Origins, Tommy Hilfiger, M·A·C, La Mer, Bobbi Brown, Donna Karan New York, DKNY, Aveda, Jo Malone London, Bumble and bumble, Michael Kors, Darphin Paris, TOM FORD BEAUTY, Smashbox, Ermenegildo Zegna, AERIN, Le Labo, Editions de Parfums Frédéric Malle, GLAMGLOW, KILIAN PARIS, BECCA, Too Faced and Dr.Jart+, and the DECIEM family of brands, including The Ordinary and NIOD. 28 LEADERS

a high-performance public company deeply rooted in family values. As a values-driven organization, we ground ourselves in respect for the individual, uncompromising ethics and integrity, generosity of spirit and fearless persistence.

As we’ve grown into the global house of prestige beauty, with a portfolio of beloved brands, some things have remained constant: a drive to always bring the best to every aspect of the business; an unwavering commitment to quality; a continued focus on social impact and sustainability; and a culture of belonging that creates a sense of family. We also manage our business for the long-term which allows our company to be guided by the principle of patient capital, and this has been true since our founding.

How critical is it for The Estée Lauder Companies to continue to innovate and where is innovation taking place in the company?

At the heart of The Estée Lauder Companies is our passion for creativity and innovation. Every day, we help millions of consumers express their individual beauty with superior quality products.

Innovation has and will continue to be essential to our growth and long-term success. By staying ahead of trends and carefully nurturing emerging trends, we create multiple engines of innovation to fuel our brands so that we can meet the discerning needs of our consumers around the world. We also invest in innovation across many different verticals including technology, R&D, digital, design, analytics and data.

“At the heart of The Estée Lauder Companies is our passion for creativity and innovation. Every day, we help millions of consumers express their individual beauty with superior quality products.”

VOLUME 44, NUMBER 3

“Today we have 48,000 employees across 40 countries, and we have consumers in more than 150 countries and territories. Celebrating and embracing the beauty of belonging is how we do business.”

In the area of product innovation, we often look at our portfolio of “hero products.” Our “heroes” are products that consumers love, driving high repeat and repurchase rates because of their incomparable quality and demonstrable performance. Every brand in our company has heroes. Our most iconic heroes include Estée Lauder’s Advanced Night Repair and Revitalizing Supreme+ franchise and La Mer’s Crème de La Mer and The Treatment Lotion. Hero products such as these are the cornerstone of luxury and drive recruitment and, most importantly, brand loyalty. We continuously evaluate and invest behind our heroes to make them even more desirable with different benefits, applications and other newness. In our most recently reported quarter (FY21 Q3), skincare was nearly 30 percent larger than it was two years ago, owing much in part to the innovation in our powerful hero franchises.

How important is it for The Estée Lauder Companies to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when making business decisions?

Today we have 48,000 employees across 40 countries, and we have consumers in more than 150 countries and territories. Celebrating and embracing the beauty of belonging is how we do business. Our strengths lie in the diversity of our employees’ backgrounds and individual perspectives and we know that celebrating and empowering each person’s uniqueness leads to breakthroughs. This is the reason that inclusion, diversity and equity are a driving force behind our signature creativity and innovation. We lead our business and our teams with empathy and a desire to learn from one another.

Will you discuss the ways that The Estée Lauder Companies is supporting women inside and outside of the company?

Standing on the shoulders of our female founder, Mrs. Estée Lauder, and today with 84 percent women making up our workforce, we have a leadership role to play in “walking the walk” and continuing the advancement of women. Women hold 55 percent of vice president positions and above at ELC, and on my own leadership team I’m especially proud that 12 out of the 16 leaders are women. Helping women rise in their careers is something I’ve long been deeply passionate about and aligns with the values of our VOLUME 44, NUMBER 3

company. A great example is our Open Doors program, which gives women with strong growth potential exposure to our most senior leaders, including our President and CEO. We also support women at all stages of their lives at the company, offering a range of benefits including tuition reimbursement for junior talent, parental leave benefits and flexibility for new parents, and a host of learning and development opportunities to nurture professional interests and aspirations.

This year we also announced our strategy on women’s equity. We committed publicly to achieving gender pay equity by 2023; reaching representation parity for Black women at all levels in the U.S. by 2025; expanding business-based flexibility, and more. We also launched a Women’s Initiatives Taskforce, introduced flexible work principles, and partnered with Howard University on a new program titled, “She’s Howard: Own Your Power” which kicked off during Women’s History Month in March.

The program engages self-identifying female graduates with virtual networking events, a lecture series and seminars on topics such as balancing personal and professional responsibilities, navigating the challenges Black women face in the workplace, and skills for approaching salary negotiations.

There are so many glass ceilings that still need to be shattered, even in beauty which has historically been male-dominated at the leadership level. We can all play a role – regardless of level, gender or profession – in lifting women up and supporting them with the opportunities and resources they need to succeed.

You are a huge advocate for advancing women in the workplace and co-founded The Estée Lauder Companies’ Women’s Leadership Network in 2017. What was the vision for creating the Women’s Leadership Network and how do you define its mission?

As leaders in this industry, it is incumbent upon us to help the next generation of female leaders find their pathways to success. If we want to see this industry thrive, then we have to be part of its future. An impactful way to do that is to be an inspirational guide, a sounding board, and a trustworthy partner to aspiring talent – especially women. In 2017, I founded the Women’s Leadership Network (WLN) to help women build their careers at the company. Inspired by our female founder Mrs.

Estée Lauder, my vision was to make ELC the best place for women to build their careers and to make our company the premiere home for female talent. In my position, I feel a personal sense of responsibility to give back to our organization, and for me there is no better way to do this than by helping to bring women up the ladder alongside me.

Today, with local chapters in North America, London, Paris, Latin America and AsiaPacific, WLN has thousands of members globally and is led by a powerful mission to support and engage all women across the company to reach their full potential to emerge as true leaders both professionally and personally.

How are you engaging The Estée Lauder Companies’ workforce in the Women’s Leadership Network?

We have a variety of programs and events that span WLN’s four key pillars: Business Alignment, Professional Development, Philanthropy and Mentorship/Sponsorship. We’ve invited a number of powerhouse women, including current and former CEOs of major organizations, to join our speaker series to inspire our rising stars with their career advice and how they made it to the top. Our local chapters also spearhead many initiatives to drive WLN engagement across our teams. For example, our Paris chapter recently launched a mentoring match app where leaders are paired up with employees based on common interests and career aspirations. We’ve also launched two sub-groups of WLN, Women in Supply Chain and Women in Technology, to support and engage women in STEM, as 66 percent of STEM positions at our company are held by women.

What advice do you offer to young women beginning their careers during this challenging and uncertain time?

The most important piece of advice I can give is to find an industry or craft that you are passionate about. If you love what you do, you will succeed. If you’re just starting out, but directionally you know what you want to do, take any job just to get your foot in the door. It’s about getting started. Once you’re in the industry or company you’re passionate about, your trajectory of growing and developing begins.

Stay open to career ideas and say yes to opportunities that come your way, especially early on.

Any entry-level job in an industry you love will lead you to new experiences and can shape a career path you may never have imagined.

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LEADERS 29

DIVERSITY & INCLUSION

Culture and Values An Interview with Brad S. Karp, Chairman; Dave Curran, Chief Sustainability and Environmental, Social and Governance (ESG) Officer; and Danyale Price, Chief Inclusion Officer, Paul, Weiss, Rifkind, Wharton & Garrison EDITORS’ NOTE Chairman of the Coleman, in 1949; the first major firm firm since 2008, Brad Karp is one of to hire a Black female associate, Pauli the country’s leading lawyers and corMurray, in 1956; and the first major porate advisers. He has extensive expefirm to make a female partner, Carolyn rience successfully defending financial Agger, in 1949. We’ve been a leader in institutions and other companies in this area for generations. Three of the “bet the company” litigations and regumost prominent Black lawyers in the latory matters.

United States – Ted Wells, former U.S. Dave Curran has more than 30 Attorney General Loretta Lynch, and years of experience in legal, technolformer Secretary of Homeland Security ogy, compliance, risk and ethics Jeh Johnson – call Paul, Weiss their proroles. He was previously Senior Vice fessional homes.

Brad S. Karp Dave Curran Danyale Price President and Chief Business Officer at Price: Ted, Loretta and Jeh, along FiscalNote, a legal AI/technology comwith many of our partners of color, pany, and held senior business and legal lead- we strive to build lasting professional and per- have all been wonderful examples of inclusive ership roles with Thomson Reuters, IntraLinks, sonal bonds with our clients. We have been dis- leaders and a source of inspiration within the firm.

Integrity Interactive, Havas, Vertis and Campbell ciplined in our growth, investing in five core, They have also spoken to many of our clients in Soup Company. He serves as co-chair of the New market-leading practices: public M&A, private the past year in various roundtables and fireside York State Bar Association’s ESG Committee. equity, litigation, white-collar regulatory defense chats, as our clients have been wrestling with Danyale Price is the Chief Inclusion Officer and restructuring. how to address the national movement for racial at Paul, Weiss. She is responsible for continuing When you combine our values-based cul- justice. Within our firm, we have also looked to develop and promote all diversity and inclu- ture and our unsurpassed talent, deep commit- to our very strong Black Lawyers Network and sion practices across the firm, while ensuring that ment to our clients and our strategic focus, other affinity networks for guidance. They have these principles and values are reflected in its cli- that’s a powerful and compelling foundation for been helpful in offering specific recommenent work, policies and daily interactions. success. dations to take our efforts to the next level. At Will you discuss how Paul, Weiss their urging, we recently expanded the pool of FIRM BRIEF Paul, Weiss, Rifkind, Wharton & became a leader in the DE&I area, and how recruits to additional Historically Black Colleges Garrison (paulweiss.com) is a firm of more than that continues today with renewed attention and Universities (HBCUs); overhauled our sup1,000 lawyers with diverse backgrounds, person- on this area, particularly on racial justice plier diversity program; and increased opporalities, ideas and interests who collaboratively and equity? tunities for our lawyers to engage in grassroots provide innovative solutions to their clients’ most Karp: The national movement this past year pro bono racial justice efforts, among others. To critical and complex legal and business chal- for racial justice and racial equity led us to redou- counter the isolation many lawyers feel given the lenges. Paul, Weiss represents the world’s larg- ble our efforts to make our firm more diverse, remote work situation, we identified several new est public and privately-held corporations and equitable and inclusive. Across the firm, our ways to build greater connections and inclusivity, investors, as well as clients in need of pro bono lawyers and operations staff have worked along- launching small mentorship-focused communiassistance. side our Chief Inclusion Officer, Danyale Price, ties called Colleague Connect Circles. We have to implement innovative initiatives around talent also had dialogues across the firm about racial Paul, Weiss has long been a leading law firm, acquisition, talent management, training, devel- trauma in Asian, Black, Latinx and LGBTQ+ comboth in its work for clients and in its lead- opment and engagement, and programs and munities, mitigating unconscious bias and allyership on diversity, equity and inclusion policies that were developed in 2019 by a task ship, and other issues of interest.

(DE&I) in the legal profession. What have force we created specifically to look into these The firm launched one of the first dedibeen the keys to Paul, Weiss’ success in both? issues. Danyale brings to her role two decades cated Sustainability and Environmental, Karp: It comes down to our professional of experience as a diversity and inclusion pro- Social and Governance (ESG) Advisory pracculture and values. We have a remarkably strong fessional. Her mission is to promote a diverse tices at a law firm. Will you highlight the collegial and collaborative culture and we share workforce and sustain an inclusive culture, and combination of DE&I expertise and ESG a commitment to diversity and inclusion, pub- to ensure that these principles and values are advice at the firm? lic engagement, pro bono and professionalism, reflected in our client work, policies and daily Karp: Our DE&I work and our Sustainability rooted in our firm’s DNA for more than a century. interactions. Increasingly, our clients are also & ESG Advisory practice are an incredibly powOur dedication to our clients, which include the looking to Danyale and her team for guidance on erful combination that is unique in our profesworld’s most significant companies, is another their diversity strategy and programming. sion. As a law firm, we can add enormous value key to our success. We strive every day to exceed Our firm’s rich legacy of commitment to in both areas. We launched our Sustainability our clients’ expectations, solving their most com- diversity provides a wonderful foundation for & ESG Advisory practice in March 2020 to help plicated, threatening problems efficiently and making measurable progress. We were the first our clients deal with the increasing importance delivering a compelling value proposition, and major firm to hire a Black associate, William of ESG issues. They wanted to know how they 30 LEADERS

VOLUME 44, NUMBER 3

“When you combine our values-based culture and our unsurpassed talent, deep commitment to our clients and our strategic focus, that’s a powerful and compelling foundation for success.” - Brad Karp

could safely navigate the legal, business and political ramifications of developing and implementing ESG initiatives. We recruited Dave Curran to launch the practice and he is a widelyacclaimed leader in the space who has more than 30 years of experience in legal, compliance, risk and ethics roles. Our timing was propitious; in the wake of a series of societal upheavals that accelerated the collision between ESG considerations and corporate governance, our work on the ESG front exploded. Today, virtually all of our clients are interested in taking action on the diversity and racial justice front.

A significant part of our work as lawyers on the ESG front is helping our clients mitigate potential risks as they do take action, ensuring that their public statements related to ESG goals and initiatives match their ability to track progress and meet expectations. At the same time, we can also help clients by providing insights on our own experience with evaluating our policies and procedures for addressing unconscious systemic bias and aligning our diversity commitments and statements with inclusive talent management initiatives. That’s where Danyale’s team comes in: turning a DE&I business strategy into substantive actions that create an environment where all members of the firm can do their best work and contribute to an inclusive work culture.

Price: Clients know of our leadership on the DE&I area, and they come to us because we have deep institutional knowledge and experience of building DE&I programs. We leverage this perspective to help them enhance their efforts to develop sustainable and impactful initiatives; to learn from us how to build or enhance a culture of inclusion; and especially, how to track and measure DE&I progress. We also leverage our longstanding relationships and partnerships in the DE&I area; we can help clients by introducing them to outside consultants and organizations that we trust. For clients with DE&I strategies already in place, we look for ways to collaborate and partner, and how we can help each other.

How important is it for clients to think about their DE&I initiatives through the ESG lens?

Curran: It’s critically important. Today, 90 percent of the value of companies is intangible assets – its reputation and its human resources.

The market is beginning to recognize that nonfinancial assets are as important and relevant as financial assets. This culture shift is happening at the board level as well, as directors are VOLUME 44, NUMBER 3

increasingly discussing issues such as diversity, equity and inclusion and other values-driven goals. Boards and executives recognize that there is a business imperative to getting ESG initiatives right. Our client, Carlyle, recently presented at one of our ESG roundtable events on its own study showing that diverse boards in their portfolio are outperforming non-diverse boards. Many other studies have confirmed the benefits of a diverse workforce and diverse leadership.

What are some of the similarities and distinctions in the client-facing work the firm is doing in ESG versus DE&I? Curran: Achieving ESG goals, like achieving DE&I goals, requires matching aspiration to action by tethering your commitment to the entire engine of your organization, including the C-suite, legal, compliance, finance, public relations and more. But our ESG team doesn’t tell clients what their specific initiatives should be; instead, we’re focused on helping our clients identify their ESG goals and implement those initiatives in a way that meets their business objectives and reduces risk. We are very focused on the “G” for “governance” part of ESG, how governance relates to these initiatives, and how our clients document, monitor and disclose them.

That said, the number-one governance issue at companies today is board diversity. Some states have pushed to require representation of women and people of color on boards. The bigger push has come from the private sector, from investors, and in particular, Nasdaq. In December, Nasdaq proposed setting a “recommended objective” for its listed companies to have at least two diverse directors on their boards; if they did not meet that objective, they would need to explain their rationale for not doing so. That standardsetting is currently under SEC review.

Will you elaborate on your ESG advisory work on board diversity initiatives?

Curran: The new Nasdaq board diversity standard has prompted clients to reassess the way they find new board members. The way they have traditionally done that is via individual networks. Not surprisingly, this has resulted in 80 percent of boards being white and male. Finding qualified diverse or women board members for 3,300 Nasdaq-listed companies is no simple task.

We help connect clients with resources and service providers who they might not be familiar with that can help them find and connect with diverse candidates. We also help companies

“pressure test” new diversity-focused processes of board recruitment; advise them on how to document it; and determine what investments they need to make to develop a robust pipeline of diverse board talent. Additionally, we host roundtables that bring together leading ESG experts across industries for dialogue on evolving practices and solutions. We recently hosted a roundtable focused on the mechanics of bringing more diversity to boards.

Will you describe ways that Paul, Weiss is currently helping clients in their diversity efforts?

Price: We are currently piloting a program to leverage technology and innovation to provide our clients real-time information about the diversity of our matter teams. We’re doing this via online client knowledge management “portals.”

We’ve already been using these portals to provide real-time billing, key case or transactional documents and corporate governance documents as well as other information. What we’re hoping is that, by accessing our portals, clients don’t have to survey us about our diversity metrics months or even a year later, because they will be able to see the diversity trends and understand in real time who the people are on their matter teams.

This facilitates dialogue between our clients and our partners about diversity and inclusion. We’re trying to make it easy for clients to discuss our diverse talent management strategy and the array of talent available to them for their matters.

We have also designed similar technology for our partners through a matter management dashboard which visually signals whether matters are diversely staffed as compared to firm metrics. Matter management dashboards also link to our associates’ career development plans, so as associates track the work they’ve been doing to help them assess where they are in their development and where the gaps are, partners concurrently can access those dashboards as they consider staffing future matters.

Do you believe the new attention on DE&I will endure?

Karp: We believe that the racial justice movement not only will endure, but will also become even more imperative. Organizations should be prepared to address continuing and heightened stakeholder scrutiny. We’re already seeing a renewed and more intensive focus on diversity, racial equity and racial justice within the Biden administration, both in its policy statements and agency and regulatory appointments.

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LEADERS 31

Cancer won’t be my last dance.

Washington Ballet, I’m back.

When The Washington Ballet’s Chiara Valle continued to have agonizing leg pain after a previous hospital’s misdiagnosis, she knew she needed a second opinion if she ever wanted to dance again. Chiara turned to Montefiore to get back to The Washington Ballet.

Everyday Montefiore is helping passionate people keep doing what they love.

See Chiara’s story at montefiore.org/chiara

DIVERSITY & INCLUSION

The Importance of the Rule of Law An Interview with Joseph Wayland, Executive Vice President and General Counsel, Chubb EDITORS’ NOTE Joseph Wayland are also essential in our effort to bring is responsible for the company’s together the best minds, working in global legal and regulatory affairs a collaborative environment, to drive and serves as principal counsel to innovation and yield optimal soluthe CEO, senior management team tions for our customers. We know and board of directors. He overfrom experience that diverse teams sees the company’s legal and combring a variety of perspectives to bear pliance groups, government affairs on the complex risk issues that are at group and the global safety and the heart of our business. From a risk security function. He is responsiperspective, we value this proposition. ble for coordinating Chubb’s corWe recognize that achieving true porate citizenship activities and for diversity and equity is an evolving Joseph Wayland managing the unique Chubb Rule of process that requires a commitment Law Fund, which supports a wide to change. For senior executives, we range of global activities intended to secure and have established clear and measurable indicaadvance the rule of law. Wayland holds a JD tors for progress, and we are holding business degree from Columbia University Law School and functional leaders more accountable for and a BA degree from Washington University. curating and leading an environment of incluHe also holds an ML degree in international and sion. Concurrently, we’re reviewing policies and comparative law from Georgetown University practices for the potential to create bias and Law School. He is a Fellow of the American inhibit our ability to create a greater racial mix College of Trial Lawyers. in our workforce at all levels of the company.

Our focus on racial equity and social justice COMPANY BRIEF Chubb (chubb.com) is the is anchored by our pledge to develop as an world’s largest publicly traded property and anti-racist organization: not simply denouncing casualty insurance company. With operations racism, but proactively addressing how racism in 54 countries and territories, Chubb provides impacts our workplace and talent. commercial and personal property and casualty We’ve implemented several new initiatives insurance, personal accident and supplemental related to racial equity in recruitment, career health insurance, reinsurance and life insur- development and advancement opportunities. ance to a diverse group of clients. As an under- One example is Race Matters, a platform for writing company, Chubb assesses, assumes and frank dialogue to create better understanding manages risk with insight and discipline, servic- and awareness about the realities of racism and ing and paying claims fairly and promptly. The how such experiences impact our workplace for company is also defined by its extensive product Black colleagues and other employees of color. and service offerings, broad distribution capa- The journey to becoming an anti-racist combilities, exceptional financial strength and local pany will take time but, with dedicated focus operations globally. Parent company Chubb and commitment, it will make a meaningful and Limited is listed on the New York Stock Exchange lasting difference in shaping Chubb’s culture.

(NYSE: CB) and is a component of the S&P 500 Ultimately, diversity, equity and inclusion index. Chubb maintains executive offices in support and enable our ability to attract, retain Zurich, New York, London, Paris and other loca- and develop the best talent. We want Chubb to tions, and employs approximately 31,000 peo- be a place where all colleagues can bring their ple worldwide. “whole self” to work and feel comfortable about expressing their cultural heritage in an environHow important are diversity, equity and ment that is respectful of diversity and which inclusion to Chubb’s culture? positively celebrates and values the variety of Diversity, equity and inclusion are the backgrounds we all have. foundation of our Chubb culture. We seek to What are Chubb’s views and goals speprovide an opportunity for every one of our cifically on advancing racial justice? employees to realize their full potential in a supAdvancing racial justice is central to the portive, welcoming and respectful environment, company’s core value system. One of the where we recognize and celebrate the diversity important ways in which Chubb is advancof employees. Diversity, equity and inclusion ing racial justice is through our Chubb Rule of 34 LEADERS

Law Fund, the only corporate fund of its kind that supports organizations focused on building and strengthening the rule of law and vital legal institutions around the world. We’ve put a priority on backing programs and organizations that combat inequality and promote social, economic and racial justice. The goal is clear: to alleviate inequities in the administration of justice, including inequities arising from existing and historic racism.

Chubb serves a diverse client base and diverse communities. How critical is it for Chubb’s workforce to mirror that diversity and for Chubb to bring diverse perspectives and experiences to the table when making business decisions?

It’s a top priority. Chubb operates within a dynamic and changing global environment where marketplaces and customers are culturally diverse and broad. The challenges we face to keep our business highly attuned and responsive to customer needs, while continually innovating, require the best minds collaborating in a rewarding and supportive environment. A diverse workforce that reflects this global environment allows us to grow as a company in significant ways. Our employees approach problems from many different angles and, as a result, we learn, grow and gain new insights into how to do business.

Chubb is a truly international company, and we work with clients, partners and colleagues from across the globe. An understanding and appreciation of other cultures is a tremendous asset in ensuring that those interactions are both positive and effective. Whether you are sorting out a client service issue or helping a new colleague settle into an unfamiliar environment, being aware of any cultural factors that might be involved can certainly ease the process.

You mentioned the Chubb Rule of Law Fund, which was created in 2008. What was the vision for the Fund and how has its work evolved?

The Fund began as a program for Chubb’s Legal and Compliance Group with the vision of supporting organizations and activities that promote conditions conducive to the rule of law.

As one of Chubb’s signature citizenship initiatives, the Chubb Rule of Law Fund advances the rule of law around the globe by supporting organizations focused on building and strengthening legal institutions that make societies prosperous and fair. Since it was established in VOLUME 44, NUMBER 3

2008, the Chubb Rule of Law Fund has made 66 grants to support projects in North America, Latin America, Asia and Africa that promote the preservation and advancement of the rule of law. Chubb Rule of Law Fund projects address such critical issues as: • the elimination of systemic public and private corruption through the development of rules-based legal systems, independent and knowledgeable judiciaries, anti-corruption measures, and improving administrative procedures and access to legal services; • the restoration or preservation of safety and security in daily life, free from arbitrary violence or widespread civil disorder; • the free flow of information and transparency in the administration of laws and regulations; and • meaningful access to, and adequate representation in, civil and criminal proceedings.

Thanks to increased funding from our Chubb Charitable Foundation and our external law firm partners, we have been able to sponsor additional projects that are significantly larger in scope and breadth than those we supported in the past, including increased support for projects that combat racial inequity in the U.S. justice system. Most recently, the Fund has awarded four new grants to projects that promote racial equity in the criminal justice system.

Since its inception 13 years ago, the Chubb Rule of Law Fund has evolved to become a global corporate commitment, reflecting the importance of the rule of law to our company, our employees, our customers and our communities. In recent years, the Fund and its activities were recognized by the United Nations Global Compact, the largest corporate sustainability project in the world, and acknowledged as a model for other global companies in its “Business for the Rule of Law Framework.”

Will you elaborate on the recently awarded four new grants from the Chubb Rule of Law Fund, totaling $1.1 million, to projects that promote equity and advance racial justice?

Events unfolding across our nation over the last year have focused our attention even more intensely on what more Chubb can do to fight racial inequities here in the United States.

Awarding Chubb Rule of Law Fund grants to projects that combat racial injustice in our legal system is part of this effort, and these recently funded projects build upon the Fund’s ongoing support for racial justice initiatives.

The Fund awarded a grant totaling $250,000 to Equal Justice USA to expand its Newark, New Jersey-based police-training program, Trauma to Trust, to Baton Rouge, Louisiana. Trauma to Trust is an innovative program that increases empathy, understanding, trust and accountability between community residents and police of ficers. Over multiple sessions, police and community members work with a trained facilitator to learn how historical and personal trauma affects their interactions and perceptions of one another, building trust and fairness in community policing.

VOLUME 44, NUMBER 3

The Policing Project at NYU Law School was awarded $350,000 for two projects to reform policing practices. In Chicago, the grant will support expansion of successful community policing practices that enhance accountability, problem solving and increased positive contact between police officers and neighborhood residents. The grant will also support the organization’s First Response project, which is in the process of developing state-of-the-art protocols for responding to emergency 911 calls to reduce the likelihood of inadvertent, unnecessary or disproportionate use of force.

The Vera Institute of Justice was awarded $250,000 to support Motion for Justice, a program that works with prosecutors in states across the country to reduce racial inequities throughout the criminal justice process.

The Southern Center for Human Rights was awarded $250,000 to develop a data model and database to provide an empirical basis to assess the impact of race in the administration of criminal justice in Georgia and Alabama.

“One of the important ways in which Chubb is advancing racial justice is through our Chubb Rule of Law Fund, the only corporate fund of its kind that supports organizations focused on building and strengthening the rule of law and vital legal institutions around the world.”

Last year, the Chubb Rule of Law Fund awarded additional grants to two organizations working to combat bias in the judicial system. The Pennsylvania Innocence Project was awarded a grant to help it fulfill its mission to address racial disparities in the criminal justice system by seeking to amend state law to provide for greater transparency of police misconduct and access to records of police investigations.

Community Legal Services of Philadelphia was awarded a grant for a program focused on reforming occupational licensing laws which often prevent people with criminal records from obtaining professional licenses, disproportionately affecting poor minority communities.

Do you feel it is a responsibility for leading companies today to address societal issues and how deeply engrained is this work in Chubb’s values and purpose?

Given the fact that the Chubb Rule of Law Fund has been recognized as a model for its work advancing the preservation of the rule of law, we have a unique responsibility as a company to help lead the way in building racial justice and equity. Racism and bigotry are antithetical to justice, and antithetical to fundamental corporate citizenship values. At Chubb, citizenship is about responsibility, and it’s our profound belief that we have a responsibility as a corporation, and as individuals, to combat racism with candor, open minds and a commitment to change. We’re facing an inflection point for racial justice in our country, and through our equity and diversity initiatives, we’re working to be part of the solution.

Chubb was instrumental in creating the Corporate Alliance for the Rule of Law, CAROL, an expansion of the company’s commitment to the rule of law. This first-of-its-kind corporate alliance harnesses the expertise and force of other blue-chip companies to help promote and strengthen the rule of law as the foundation for social and economic development and the protection of personal freedoms.

How does Chubb engage its workforce in the work of the Chubb Rule of Law Fund and in its diversity initiatives?

We have a rich history of fostering philanthropic engagement in the places where our employees live and work. Philanthropic engagement is part of a shared vision to conduct ourselves and our business in a manner that respects human rights and the dignity of all.

The Chubb Rule of Law Fund started as an inhouse initiative powered by our attorneys who wanted to make a meaningful, tangible difference. Members of Chubb’s legal team remain engaged in rule of law projects by providing pro bono support to our Fund’s partner organizations and offering guidance on the development of rules-based legal systems across the globe.

Thanks to their effort and vision, the Chubb Rule of Law Fund took flight, and it continues to be sustained through their work and dedication.

Chubb employees are engaged in initiatives aimed at helping to build diversity and opportunity in tech. Chubb recently launched a Technology Associate Program (TAP) to expand its talent pipeline with diverse early career professionals. This two-year program offers an accelerated induction into the insurance business and exposure to senior Chubb executives who can help TAP associates in their ability to grow as technologists.

This year, the Chubb Global IT team launched a partnership with Per Scholas, an initiative that addresses the inequities in access and opportunity faced by underrepresented ethnicities in technology. Chubb employees serve as student mentors, helping to prepare Per Scholas students for high-growth careers in the industry. It’s a win-win for students and for the company. Our partnership with Per Scholas will also provide Chubb access to a diverse talent pool for technical opportunities.

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DIVERSITY & INCLUSION

Activate Equity An Interview with Kavitha Prabhakar, Chief Diversity, Equity and Inclusion Officer, Deloitte US EDITORS’ NOTE Kavitha Prabhakar This is a time when Diversity, is a principal and serves as the Chief Equity, and Inclusion are top of Diversity, Equity, and Inclusion mind for every company. How do (DEI) leader for Deloitte US. She also you think about your role as Chief co-leads the Black Action Council Diversity, Equity, and Inclusion for Deloitte, focused on architectOfficer and how critical is it for ing Deloitte’s long-term strategy to the role to be engaged in business advance its Black colleagues and strategy? communities by developing a culture My role as Chief Diversity, Equity, of anti-racism for its people, firm and and Inclusion (DEI) Officer is part communities. Previously, she led a relentless optimist, because we have $1 billion practice with nearly 5,000 to believe things can improve and that Kavitha Prabhakar professionals as Deloitte Consulting’s every small inch of progress matters, Civil Government sector leader, and part realist, because we have to overseeing a wide range of clients including: be honest about where we’re starting and the The Departments of State, Treasury, Commerce, barriers that exist. I also believe that my role as Transportation, Energy, Agriculture, as well as CDEIO is a role I share with every other person the U.S. Postal Service, NASA, and U.S. Agency at the organization. We need a culture of allyfor International Development. Prabhakar was ship and advocacy to achieve the change we a member of Deloitte’s Nominating Committee, believe is needed within our organization and Board Council and leads the Executive Women in the communities we serve. in technology initiative for Deloitte’s CIO To create meaningful change, DEI cannot Program. She has also led various Women’s be treated as a separate or “extra-curricular” Initiative (WIN) programs for financial services activity – DEI needs to be a business imperative including 100 Wise Women and Women on Wall and embedded into the DNA of the organizaStreet. Prabhakar has been recognized as one of tion. At Deloitte, DEI is a strategic priority and Fortune’s Most Powerful Women Next Gen and a crucial component of our business strategy, as Crain’s Notable Minorities in Accounting, shared values, culture, and ability to innovate.

Consulting & Law. She has an MS in computer sci- We do this by challenging long-held orthodoxies ence and MBA with concentrations in strategy (e.g., we can’t do something because it’s too and finance from University of Illinois, Urbana- risky or because there is no precedent) and Champaign. She also holds a BS in computer sci- stepping up the pace of change by creating a ence and mathematics from the State University measurable, positive impact in all areas of of New York, Buffalo. business – from talent acquisition and retention strategies to business choices and decisionFIRM BRIEF Deloitte (deloitte.com) provides making around the diversity of suppliers, investindustry-leading audit, consulting, tax and ments, and acquisitions. advisory services to many of the world’s most admired brands, including nearly 90 percent of the Fortune 500® and more than 7,000 private companies. Deloitte’s people come together for the greater good and work across the industry sectors that drive and shape today’s marketplace – delivering measurable and lasting results that help reinforce public trust in the capital markets, inspire clients to see challenges as opportunities to transform and thrive, and help lead the way toward a stronger economy and a healthier society. Deloitte is a part of the largest global professional services network serving clients in the markets that are most important to them. Now celebrating more than 175 years of service, Deloitte’s network of member firms spans more than 150 countries and territories.

Will you pr ovide an overview of Deloitte’s diversity, equity, and inclusion strategy?

The heart of our strategy is the need to “activate equity” by extending our DEI focus across our talent practices, all client-facing and operational activities, and our impact on society.

There was a growing realization that all the best programs and trainings don’t amount to progress if they don’t impact the outcome of creating a more equitable workplace and society.

Equity is a critical lens through which we are examining our systems and processes to continuously improve the talent experience for our professionals, including career trajectory interventions to proactively monitoring flat or downward trajectories and leadership investment and accountability. By helping address some of the root issues of inequity in society more broadly, we can even the playing field and ensure everyone has a fair shot at succeeding. This year Deloitte published The Equity Imperative which helps organizations think about how to activate equity within their own walls.

How engrained is diversity and inclusion in Deloitte’s culture and values?

We have been a purpose-driven organization from the moment our doors opened more than 175 years ago. Our DEI journey has many firsts including the naming of the first woman chair, the first Hispanic CEO, the first minority CEO, and the first woman CEO of any Big Four organizations. We also set the industry standard with a transformational family leave program that provides eligible professionals with up to 16 weeks of paid leave. Our ability to thrive is because of our long history of

“To create meaningful change, DEI cannot be treated as a separate or ‘extra-curricular’ activity – DEI needs to be a business imperative and embedded into the DNA of the organization. At Deloitte, DEI is a strategic priority and a crucial component of our business strategy, shared values, culture, and ability to innovate.”

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“The heart of our strategy is the need to ‘activate equity’ by extending our DEI focus across our talent practices, all client-facing and operational activities, and our impact on society. There was a growing realization that all the best programs and trainings don’t amount to progress if they don’t impact the outcome of creating a more equitable workplace and society.” creating an environment that is inclusive for all, where diversity in every sense of the word is valued, where all professionals feel valued for their work, and where they are growing professionally and are making a positive impact for our clients and in society.

Accountability to live our diversity, equity, and inclusion values is driven from the top down and bottom up. This year, our senior leaders committed to specific DEI quantitative and qualitative goals – this supports our shift of focus from activity to results and outcomes for DEI. Additionally, listening to and learning from others are a critical part of how we can continue to deepen our commitment. For example, our “Race in America” series features moderated discussions that explore the history of diverse cultures, racial identity and how to be an ally.

How important is it to have diverse perspectives and experiences at the table when addressing client needs?

There is a well-documented correlation between diversity, equity, and inclusion and an organization’s ability to navigate uncertainty and drive greater innovation. Deloitte’s own research has shown that high-performing teams are both cognitively and demographically diverse. For a professional services organization like ours, the multidimensional perspectives and solutions from our workforce is the value that we deliver to clients. In fact, our clients expect us to bring a wide range of experiences and expertise to the table to help them solve their most complex challenges. In the marketplace more broadly, companies are increasingly adding DEI as an evaluation criterion when selecting service providers.

How do you engage Deloitte’s employees in its diversity efforts?

Listening and creating opportunities to engage our people are essential elements of our DEI strategy. It’s letting our people know that we see them, hear them, and that they belong and their stories matter. This past year, we’ve built a number of brave spaces to process difficult topics such as race, identity, and privilege with our leadership and external thought leaders. We’ve also come together to support our colleagues through virtual celebrations such as Black History Month, Women’s History Month, Asian/Pacific American Heritage Month, LGBTQIA+ Pride Month, and Juneteenth.

We’ve created new trainings such as a mandatory anti-racism module and “Say This Not That” to build a culture of allyship and advocacy across the organization. Our Inclusion Councils and cohort specific Communities provide opportunities for our people to bond with colleagues, serve as allies, participate in professional development activities, and contribute to advancing our DEI goals.

Is it critical to have metrics in place to track the impact of Deloitte’s diversity and inclusion efforts?

This year we launched our inaugural DEI Transparency Report. I’m incredibly proud of how we took a critical look at our current state, both from a quantitative and qualitative perspective, and set ambitious goals for what we want the future to be. We shared representation data for our U.S. workforce across leadership, job roles, generations, and all phases of the talent life cycle. Additionally, we shared sentiment/ experience data that highlighted a professional’s

“In the summer of 2020, we established our Black Action Council which consists of 14 leaders and over 50 professionals, representing diversity across our businesses, geography, level, gender, and race. We are committed to enhancing the Black experience and to remove barriers in systems, policies and processes to drive equitable outcomes for all.”

sense of belonging in the firm – all data points we had never released before. As a firm, we have made tremendous progress around DEI, but the data allows for a critical look at where we are today, how we want to evolve, and what it will take to get there.

In your role, how valuable has it been to have the commitment of Deloitte’s senior management in the firm’s diversity and inclusion efforts?

Unwavering commitment to advance DEI from the highest levels of leadership is not only incredibly valuable, but absolutely critical. Our leaders across our Executive Leadership Team and Board have wholeheartedly committed to advancing DEI within Deloitte – ensuring it is directly embedded in our business strategy and culture – and they are holding themselves, and each other, accountable for creating substantive change.

This commitment has propelled tremendous progress in the last year. In the summer of 2020, we established our Black Action Council which consists of 14 leaders and over 50 professionals, representing diversity across our businesses, geography, level, gender, and race. We are committed to enhancing the Black experience and to remove barriers in systems, policies and processes to drive equitable outcomes for all. We’re collaborating across the marketplace through organizations like OneTen, a business coalition commitment to hire one million Black Americans into jobs that provide pathways to opportunity over the next decade. Looking to the future, we’re planning to spend $1 billion on diverse suppliers by 2025 and more than $200 million with Black-owned/led businesses by 2025. We were also successful in publishing the previously mentioned first DEI Transparency Report, which would not have been possible without unwavering focus and support of Deloitte’s leadership.

What are your key priorities as you look to Deloitte’s continued efforts regarding diversity and inclusion?

The extensive impact we’re able to make in the marketplace and our communities would not be possible without the diverse perspectives and contributions of our 100,000-plus team. We will continue to prioritize our people, advance our DEI strategy, and cultivate an environment that allows all our people to thrive and bring their exceptional self to work every day.

At Deloitte, we have an incredibly strong DEI foundation, and I’m humbled to be a part of our ongoing journey.

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DIVERSITY & INCLUSION

A Culture of Belonging An Interview with Lori Costew, Chief Diversity Officer and Director, People Strategy, Ford Motor Company EDITORS’ NOTE Lori Costew is learning through our CEO Action Ford Motor Company’s chief diverPledge Day of Understanding and sity officer and director of people Ford’s global diversity, equity and strategy. She assumed this role in inclusion week. The team encourJune 2019. Before being appointed ages participation in the activities of to this role, she held positions within our employee resource groups, such Ford leading human resources for as the National Day of Prayer, Black the organization’s mobility diviHistory Month and Asian American sion, as well as for The Lincoln Motor Pacific Islander Heritage Month events.

Company. Costew joined the autoAll of us at Ford must strive to be maker in 1993 and for nearly three curious and engage in collaborative, decades has leveraged her expertise courageous learning. Caring for each Lori Costew in positions supporting marketing, other is a critical enabler to achieving UAW negotiations, equal employour Ford+ plan. ment planning and organizational developHow do you define the role of chief ment. In addition to her leadership role at Ford, diversity officer and how important is it for Costew is also an accomplished author of two the role to be engaged in business strategy? award-winning novels that provide inspiration The chief diversity officer, and the human and tools against bullying. Costew has a mas- resources team overall, help lead and shape ter’s degree in human resources from The Ohio the employee experience, while being responState University and a certification in executive sive to the needs of our diverse community. coaching from the Hudson Institute.

However, operations must own the outcomes; this is not a “human resources problem to COMPANY BRIEF Ford Motor Company solve.” Listening deeply in multiple ways is criti(corporate.ford.com) is a global company based cal. After the murder of George Floyd, we knew in Dearborn, Michigan. The company designs, we had employees in pain, and this required us manufactures, markets and services a full line of to listen – to really listen – to understand their Ford trucks, utility vehicles, and cars – increas- experience inside and outside of Ford. We had ingly including electrified versions – and Lincoln luxury vehicles; provides financial services through Ford Motor Credit Company; and is pursuing leadership positions in electrification; mobility solutions, including self-driving services; and connected vehicle services. Ford employs approximately 186,000 people worldwide How do you describe Ford’s culture and how critical is it to maintain the culture as the company undertakes its transformation?

At Ford, we believe in the power of creating a world with fewer obstacles and limits, where people have the freedom to build a better life and pursue their dreams. We acknowledge that as a company, we must come together to do more. We must step up our advocacy for racial and social equity, and double down on our actions to achieve our long-term commitment to change. Creating and sustaining a diverse, equitable, inclusive (DEI) environment where everyone belongs means taking a topdown, bottom-up, middle-out approach, which requires a holistic lens to bring all employees along on the journey. The DEI team provides tools, resources and insights, plus experiential 38 LEADERS

to address bias and make sustained change. We also embarked upon the most comprehensive global diversity, equity and inclusion audit ever undertaken. Starting in the U.S., we leveraged quantitative data, qualitative data and deep ethnography studies to truly understand the unique barriers faced by women and underrepresented employees. My responsibility includes taking these learnings and following human-centered design principles to build sustainable solutions into our talent systems and processes to ensure Ford is a place where every employee can thrive.

Will you pr ovide an overview of Ford Motor Company’s diversity and inclusion strategy?

Diversity, equity and inclusion are all equally important, yet different terms. Diversity is about different experiences, backgrounds and thinking styles, inclusion encompasses people feeling welcome, valued and supported, while equity involves providing a fair playing field.

Belonging is at the intersection of diversity, inclusion and equity, which is encompassed in our north star, “We are family. We celebrate our differences. We all belong.” Creating a sense of belonging requires us to understand each other and truly celebrate our differences.

“At Ford, we believe in the power of creating a world with fewer obstacles and limits, where people have the freedom to build a better life and pursue their dreams.”

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“Ford prides itself on being a model of goodwill. Ford Fund, our philanthropy arm, has donated more than $2 billion over the past seven decades to communities in need, and Ford is a leader in supplier diversity.”

To achieve a growth mindset, all of us must practice empathy and be open to listening and learning. In addition, if we are to build successful products, services and experiences that consumers of all backgrounds will love and want, we must incorporate customer expectations into how we design, market and sell. We know we are on a journey – one in which every single one of us contributes toward creating an environment where all employees feel respected, valued and heard.

How ingrained is diversity and inclusion in Ford’s culture and values?

Ford has a long history of doing the right thing. Whether it be Henry Ford offering a $5 a day wage to all employees regardless of demographic, making iron lungs for polio victims, or our recent pivot during the pandemic into the production of ventilators and other types of personal protective equipment, Ford prides itself on being a model of goodwill. Ford Fund, our philanthropy arm, has donated more than $2 billion over the past seven decades to communities in need, and Ford is a leader in supplier diversity. At this time of social upheaval and change, Ford is committed to making progress in diversity, equity and inclusion throughout every part of our organization.

Fostering a culture of belonging takes more than just paying attention to representation or having an awareness of employee demographics. It means caring for each other. Especially for leaders, self-awareness is a critical first step.

It’s important that our leaders pay attention to who they spend their time with, the diversity of their inner circle, and where they turn for career advice. They also must acknowledge their natural biases and be cognizant not just of who they mentor, but who they choose to sponsor.

Companies must create an environment of psychological safety in which people feel they can openly challenge and disagree, so that everyone has the opportunity to share their voice and not be talked over or ignored.

Creating rich, meaningful development discussions in which leaders invest time in learning about the aspirations of the diverse talent in our organization can ensure a fair playing field.

Is it critical to have metrics in place to track the impact of Ford’s diversity and inclusion efforts?

Yes. Measurement of our progress and transparency of those metrics and actions are critical for the full impact of our diversity, equity VOLUME 44, NUMBER 3

and inclusion efforts to take hold. Ford is making a long-term commitment across all dimensions of diversity, equity and inclusion with multiple accountability measures. Sponsorship has to start at the top. Our CEO, Jim Farley, chairs a monthly governance forum with the company’s executive leadership team that covers all areas of the business. Corporate officers have a DEI objective on their performance reviews, and all skill teams are progressing action plans based on results of the audit. With data transparency, our diversity, equity and inclusion data is being shared more than ever, including in the 2021 Integrated Report and Bloomberg Gender Equality Index. In addition, we just launched aspirational goals to ensure career progression for qualified women and underrepresented employees in our U.S. facilities.

While diversity is the right thing to do, you have also said that it is a business imperative. What do you see as the impact of diversity and inclusion on business performance?

Decades of research conducted by consulting firms, universities and think tanks show inclusive companies with broad diversity are more innovative, have more engaged employees and make more money. Members of Gen Z in particular are attracted to companies that have a meaningful purpose and are inclusive.

Ford will not be able to attract and retain great talent if candidates don’t see us as diverse and feel we are inclusive.

The investment community has also put a heightened focus on diversity, equity and inclusion, so comprehensive reports like our 2021 sustainability and financial report are effective in highlighting areas of emphasis and progress, as well as the value generated for investors and shareholders. This includes providing a more holistic view across multiple focus areas such as human rights, supplier diversity, philanthropy and employee metrics. Greater transparency into how our company operates and performs will help keep us accountable and create a culture that is diverse, equitable and inclusive, as we step up our commitment to advocating for social and racial justice.

How valuable has it been to have the commitment of Ford’s board and senior management in its diversity and inclusion efforts?

Ford’s leadership understands that the circumstances of the past year – a global

pandemic, a volatile economy and demands for social and racial justice – have greatly impacted the Asian American Pacific Islander, Black and Hispanic communities in the country disproportionately. This has accelerated the need for us to lead and create an environment where all employees, especially our Asian American Pacific Islander, Black and Hispanic employees, feel empowered, supported and inspired to be their authentic selves. We report progress and updates monthly to our board. Our CEO is incredibly passionate about embracing diversity, equity and inclusion, and holds all of us accountable for creating a culture of belonging.

You joined Ford in 1993. What has made Ford so special for you and a company where you have wanted to spend so much of your career?

I can’t believe I’m saying this, but I recently celebrated 28 years with Ford after starting at Lima Engine Plant. I love the transformation space. I have been so fortunate to be part of a big enterprise that has enabled multiple careers for me in human resources and other areas.

I’ve led human resources for Lincoln and our mobility business, and have been involved in business development, marketing and even the business incubator space. I love working with smart, passionate employees at all levels who are making an impact every day on people’s lives.

Despite having nearly 190,000 employees around the globe, we are a family company.

Our team cannot do it alone, so I feel fortunate to have many passionate volunteers who care deeply. Globally, the automotive industry is heavily male-dominated and it is majority white in the U.S. Every day, we are committed to helping our team gain a better understanding of the lived experiences of our non-majority employees. The diversity, equity and inclusion space can feel overwhelming at times, yet if everyone could start with just one thing – just one action toward creating a more inclusive work environment – such a small step can have a big impact.

You would be amazed at the simple power of a smile and the act of deeply listening during a discussion.

I have real hope, as this is the first time I’ve seen this level of consistent dedication to diversity, equity and inclusion. Today, we are more focused than ever in ensuring we are building a business and a community in which everyone belongs and true equity is possible.

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DIVERSITY & INCLUSION

Advancing Racial Equality and Economic Opportunity An Interview with Ebony A. Thomas, Senior Vice President, Environmental, Social and Governance, Capital Deployment and Public Policy Executive, Bank of America EDITORS’ NOTE Ebony Thomas is on Fortune magazine’s list of the Best Bank of America’s Racial Equality Workplaces for Diversity and the Best and Economic Opportunity Workplaces for Parents. It was also Initiatives Executive, responsible named one of the Best Places to Work for delivering the company’s $1.25 for Disability Inclusion by the U.S. billion, five-year initiative to drive Business Leadership Network and the racial equality and economic American Association of People with opportunity for people and comDisabilities. munities of color. Thomas previously held roles as a Global Human Will you provide an overview of Resources Executive leading teams your role and key areas of focus? in Enterprise Diversity Recruiting I’m responsible for delivering Ebony A. Thomas Strategy and Market and Site HR. Bank of America’s $1.25 billion, fiveIn addition to her executive career, year initiative to advance racial equality Thomas also serves as a board member at Central and economic opportunity for people and comPiedmont Community College (CPCC) and is a munities of color. Day to day, my work includes member of the Board of Visitors for the School of identifying and building partnerships with interBusiness at Howard University in Washington, nal and external community and business leadD.C. She is a graduate of North Carolina A&T ers, local elected officials and others across the State University where she holds a BA degree in communities Bank of America serves. I love the English and History. work I do – it’s an incredibly fulfilling job.

What drove the decision behind Bank C O M PA N Y B R I E F B a n k o f A m e r i c a of America committing $1.25 billion to (bankofamerica.com) is one of the world’s lead- advancing racial equality and economic ing financial institutions serving individual opportunity? consumers, small and middle-market businesses Our commitment to driving racial equality and large corporations with a full range of and economic opportunity has been part of our banking, investing, asset management and mission for a long time. The circumstances of other financial and risk management products the past year only accelerated our focus and and services. The company serves approximately made this work all the more urgent. As you 66 million consumers and small business clients know, underlying economic and social disparin the U.S. through approximately 4,300 retail ities have been exacerbated this past year with financial centers, including approximately the pandemic disproportionately impacting 2,900 lending centers, 2,500 financial centers with a Consumer Investment Financial Solutions Advisor and approximately 2,300 business centers; approximately 17,000 ATMs; and award-winning digital banking with approximately 39 million active users, including approximately 31 million mobile users.

Bank of America is a global leader in wealth management, corporate and investment banking and trading across a broad range of asset classes, serving corporations, governments, institutions and individuals around the world.

Bank of America offers industry-leading support to approximately 3 million small business owners through a suite of innovative, easy-touse online products and services. The company serves clients through operations across the United States, its territories and approximately 35 countries. Bank of America is recognized as a top employer by Working Mother magazine and Military Times. The company is also listed

communities of color, most recently as it relates to vaccine distribution. In response, we’ve really doubled down and sharpened the focus of our work. This includes increasing our $1 billion, four-year commitment to $1.25 billion over five years, with an immediate $1 million in support of increased advocacy, dialogue and engagement with the Asian community.

Why are national and local partnerships so critical to the success of this initiative?

It’s incredibly important. While the private sector has a responsibility to use its resources to drive progress for these societal problems, cooperation and partnership with local leaders is key to meaningful, on-the-ground impact.

Take, for example, our recent commitment to creating the Center for Black Entrepreneurship through a partnership with Spelman and Morehouse colleges, two historically Black colleges and universities (HBCUs) in Atlanta.

Another example is our investments in 14 minority deposit institutions (MDIs) and community development financial institutions (CDFIs). Both MDIs and CDFIs are closely connected to the needs of their communities, and these investments are helping to enable positive change and economic opportunity through partnerships that can best deliver on those needs.

Bank of America recently announced the expansion of this commitment with additional funds to address racial justice and advocacy for people of Asian descent.

“Our commitment to driving

racial equality and economic opportunity has been part of our mission for a long time.”

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“Our urgency around systemic issues of racial inequality, discrimination and racism has only increased following the violent attacks and hate speech directed at people of color, including the Asian community, over the last year. We feel that urgency and are taking action.”

Will you share details about this expanded focus?

Our urgency around systemic issues of racial inequality, discrimination and racism has only increased following the violent attacks and hate speech directed at people of color, including the Asian community, over the last year. We feel that urgency and are taking action.

Additional funds from our expanded $1.25 billion commitment are focused on supporting investments to address racial justice, advocacy and equality for all people and communities of color. We hope our work not only moves the needle toward greater engagement, dialogue and inclusion, but also serves as a true catalyst for others in the private and public sectors to come together and take bold action around these issues, too.

How will you know if the $1.25 billion commitment is driving real progress?

If we can’t measure impact, we won’t know what’s working and what isn’t, or how to improve and continue to make a greater impact over time. Our $1.25 billion commitment spans over five years, so we can lean into certain areas where we are making short-term, tangible impact that will inform our work long into the future. Of course, these are systemic issues that won’t be solved overnight, but the more we can track progress, the more progress we can make.

Bank of America has a long and deep commitment to building a diverse and inclusive workforce. How critical is it for

Bank of America’s workforce to mirror the diversity of its clients and communities?

We believe that achieving strong operating results – the right way – starts with our teammates. Central to this focus is the representation of our people. Put simply, Bank of America mirrors the clients and communities we serve, and we’re proud to have achieved that goal in our broad employee population. Our global workforce is 50 percent women, and our U.S. workforce is 14 percent Black/African American and 19 percent Hispanic-Latino. Our diversity makes us stronger, and we believe the value we deliver as a company is strengthened when we bring broad perspectives together to meet the needs of our diverse stakeholders.

You personally commit your time and energy working to transform approaches to student achievement, career success and improving generational socio-economic status in underserved communities. Why is this work so important to you and what do you see as the keys to driving lasting, positive change?

Many of the teachers who had the biggest impact on my life and worldview were women and men of color. I’ve always believed that what people see shapes what they imagine to be possible. That’s why I started my career as an educator.

When I eventually transitioned from the education and nonprofit space to Bank of America, I was drawn to the company’s scale and unique ability to unlock the necessary financing to address major global and local societal challenges.

“Our diversity makes us stronger, and we believe the value we deliver as a company is strengthened when we bring broad perspectives together to meet the needs of our diverse stakeholders.”

Creating lasting change for these issues will be contingent on recognizing that racial equality and economic opportunity are deeply linked. Understanding that history is critical to charting a path forward. That’s why our commitment, and more importantly, our ongoing work, focuses on addressing systemic barriers where they exist, including workforce development, healthcare, housing and small-business assistance.

What role can leading companies play as a force for good in the communities they serve?

As a company, we have resources and convening power. Given the global scale of our business, we’re in a position to make tangible and lasting change in the communities we serve by mobilizing our capital and directing it toward social good in a way that aligns with our operating model, where profit and progress can go together. At the same time, our business, at its heart, is grounded in the work we do at the local level – from supporting small businesses and helping families reach their financial goals, to serving as a local employer of choice, and helping to drive economic growth that addresses needs at the community level. In terms of racial equality, this is crucial – we can do our part to create impact, wealth and greater cultural understanding in the communities where we live and work. It can make a difference on so many levels if we get it right.

Addressing the issue of racial equality and economic opportunity is a long-term challenge and effort. How are you and your team at Bank of America taking moments to celebrate the small wins along the way?

That’s the most rewarding part. The personal stories motivate us to continue forging ahead every day. Whether it is celebrating a minority entrepreneur who now has the resources to start their small business or an HBCU grad who lands their dream job that they never thought was possible – these stories are the reason we do this work. When we talk about our mission to advance racial equality and economic opportunity, it sounds daunting in scale when you say it out loud, but when you see the tangible impact our work is making in the lives of individuals and families, you realize how important these small wins are in creating momentum toward our larger goal and a brighter future.

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DIVERSITY & INCLUSION

Inclusion, Equity, Advocacy and Community An Interview with Michael Lopez, Vice President and Chief Diversity Officer, Hewlett Packard Enterprise EDITORS’ NOTE Michael Lopez How do you define the role of Chief is responsible for driving the Diversity Officer and how imporstrategies that foster an inclutant is it for the role to be engaged sive experience for HPE employin business strategy? ees and diversify its workforce Increasingly we are being pulled to position the company for sucinto conversations across the organizacess today and tomorrow. Prior tion, which is positive news. Hence, to joining HPE, he was the Head we must drive organizational capabilof Inclusion and Diversity for ity around diversity, equity and incluDiageo North America, where he sion. To do that, I believe every Chief served as HR Director for multiple Diversity Officer and their teams need Supply Chain facilities. He previto design, influence and drive the Michael Lopez ously was the Head of Global execution of behavioral and structural Inclusion and Diversity at Alcoa changes. I approach this work through and Arconic. Befor e r etur ning to Human a change management lens.

Resources and focusing on the Inclusion and Amid social unrest, increasing demands Diversity field of practice, he was the Chief of and political polarization, the role has become Staff to the Chief Executive Officer at Arconic. more complex and dynamic. The recent work Earlier in his car eer, Lopez held multiple from Korn Ferry resonates with me on this positions across corporate, public, govern- topic. I, too, believe the next-gen Chief Diversity ment and international affairs at Alcoa, and Officers need to move: human resources at Jefferies & Company and • from a focus on race and gender to a Goldman Sachs. He is an active member of mosaic of differences; the Human Rights Campaign and serves • from values-based to business-based; on the or ganization’s Business Advisory • from a U.S. focus to a global focus; Council. In 2020, Lopez was named one of • from event-driven tactics to a cohesive the top 50 Chief Diversity Officers by the strategy; and, National Diversity Council and Diversity • from recruitment focused to engagement Stars. In 2016, he was named Upstanding’s focused. top 100 Leading Ethnic Minority Executives in the United States and the United Kingdom.

He is also a for mer member of the Board of Directors at the Hetrick-Martin Institute, which is dedicated to providing critical services to at-risk LGBTQ youth. Lopez graduated magna cum laude from New York University with a BA degree in organization behavior and earned a master’s degree in international affairs from The Fletcher School of Law and Diplomacy at Tufts.

The business strategy needs to sit at the core of the work; otherwise, the work becomes a nice add-on, but not mission-critical. We must connect the work consistently to how it enables business outcomes by expanding its reach to increasingly diverse talent, new products, diverse markets, and innovation.

Will you provide an overview of HPE’s diversity and inclusion strategy?

As we worked through our reckoning of the tragic killing of George Floyd as an organization through listening sessions from various internal communities, impact themes emerged which informed our updated strategy pillars: Inclusion, Equity, Advocacy and Community, enabled at the core by our commitment to creating lasting change.

• Inclusion: Our people programs and practices and our culture make all team members feel like they belong at HPE; • Equity: The best people from all different backgrounds are hired, retained, compensated, and promoted equitably; • Advocacy: We show up as sponsors and speak up for each other proactively in support of our team members; • Community: We partner with our stakeholders internally and externally to advance inclusion and social justice.

“We are on a continuous journey to further realize

our ambitions. As part of our cultural blueprint, one of our core beliefs is our belief in unconditional

C O M PA N Y B R I E F H e w l e t t P a c k a r d Enterprise (hpe.com) is the global edge-tocloud platfor m as-a-service company that helps organizations accelerate outcomes by unlocking value from all of their data, everywhere. Built on decades of reimagining the future and innovating to advance the way people live and work, HPE delivers unique, open and intelligent technology solutions with a consistent experience across all clouds and edges to help customers develop new business models, engage in new ways, and increase operational performance.

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inclusion, reinforced through our enterprise recognition portal, so we celebrate inclusion every day whenever we recognize it in our teams.”

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“Diverse perspectives empowered to bring their authentic selves to advance the business strategy will improve our outcomes. To enable team members to show up as their authentic selves, we need to foster psychologically safe teams.”

The engine of our strategy is sustaining the effort and building multi-year plans that we collectively as an organization develop with our pan-HPE Inclusion and Diversity Executive Council, chaired by our CEO and co-chaired by me.

How engrained is diversity and inclusion in HPE’s culture and values?

We are on a continuous journey to further realize our ambitions. As part of our cultural blueprint, one of our core beliefs is our belief in unconditional inclusion, reinforced through our enterprise recognition portal, so we celebrate inclusion every day whenever we recognize it in our teams. Each year we award leadership who emulates our beliefs at HPE’s Leadership Forum, presented by our CEO with the company’s top 400 leaders. We measure inclusion through our employee engagement survey, and inclusion is one of the core competencies in the Elements of Leadership which guide how people leaders show up in their teams and the organization.

How do you engage your employees in HPE’s diversity efforts?

Acr oss the organization in r egions around the world, each function and geography have inclusion and diversity plans to ensure they are locally relevant to the needs of their groups. The opportunities are endless, and I am encouraged by the organizations’ broad-based recognition and commitment to advance talent equitably. While there is much more to do to embed equity systemically, we can do much to drive our paths forward. At HPE, we believe in embracing Courage over Comfort and Pushing for Better. These two factors are significant contributors to anyone’s growth and ability to lead. If you aren’t a bit uncomfortable, are you pushing yourself hard enough? Pan-HPE, we host global activities every month to celebrate the rich diversity of our team members in partnership with our Employee Resource Groups. Our Inclusion Enablement team has developed lear ning opportunities for all team members to deepen our collective knowledge and provide resources to take action. Additionally, we host campaigns like our Summer Advocate series, which provide opportunities to engage in courageous conversations about relevant topics of interest to build greater understanding across differences. Based on our learnings last year, we have also embedded regular virtual 44 LEADERS

listening sessions with communities and our executives to keep the lines of communication open and hold ourselves collectively accountable as an organization to take action.

While diversity and inclusion is the right thing to do, you have also said that it is a business imperative. What do you see as the impact of diversity and inclusion on driving better business outcomes?

Diverse perspectives empowered to bring their authentic selves to advance the business strategy will improve our outcomes. To enable team members to show up as their authentic selves, we need to foster psychologically safe teams. As Amy Edmondson has demonstrated in her research, these teams have proven they outperform. Add on employees’ expectations that their organizations are committed to diversity and inclusion, plus customer and shareholder expectations increasing in this area, and the net of this is clear – companies who do not sustain their advances toward this objective are at a competitive disadvantage.

Is it critical to have metrics in place to track the impact of HPE’s diversity and inclusion efforts?

Absolutely. We regularly monitor a mix of qualitative and quantitative metrics to evaluate progress. As mentioned earlier, the role is dynamic, so ensuring there are mechanisms to take the organization’s pulse is critical to adjust strategies. While each organization needs to decide how to drive accountability, I believe leadership must be accountable for making progress, and being transparent internally and externally drives lasting change. We hold our senior leaders responsible for team member success, measured using multiple factors including career growth, rewards and recognition, inclusion and diversity, and pride. These factors are integrated into management goals and tied to executive compensation.

How valuable has it been to have the commitment of HPE’s board and senior management in its diversity and inclusion efforts?

The partnership with the board is instrumental in driving alignment, and I meet with them regularly to review our strategy, progress and get their input on ways to further our efforts. Pamela Carter, an HPE Director, is a member of the HPE Inclusion and Diversity Executive Council which meets quarterly to

review progress on the four pillars of our strategy and to consider emerging perspectives and insights that will impact our work. In 2020, we conducted a psychological safety survey to understand better opportunities to promote an environment where every employee can succeed. Initial findings indicate that mentorship and sponsorship and increased transparency around inclusion efforts significantly influence psychological safety. We have set a goal for all senior leaders to be a sponsor of diverse talent. The engagement of senior management as part of our ongoing listening sessions, their sponsorship of the Employee Resource Groups, participation in I&D Councils, and championing diversity and inclusion efforts have been instrumental in conveying our collective commitment.

What do you tell young, diverse talent about the opportunities that exist to grow and lead in the industry?

The digitization of content has made growth opportunities more accessible, and I encourage all talent to pursue them vigorously.

There is virtually no topic that isn’t digitally available now to explore. I encourage every person to bring their diverse perspectives to whatever industry they are passionate about pursuing. While there is much more to do to embed equity systemically, we can do much to drive our paths forward.

Over the years, mentors and sponsors have helped me formulate a few recommendations I am happy to pass along: • You are in the driver’s seat for your growth; • Build a network of friends, allies, mentors, sponsors, and connectors; • Be accountable and proactively seek out feedback; • Invest in yourself by spending ample time working on where you want to go.

Finally, if you are in an organization and don’t feel heard or cannot be your authentic self, get out. On balance, all of us will spend the most amount of our time engaged in our careers, so being in an organization that you believe you can bring your diverse contributions isn’t a nice thing to have – it’s essential. In the words of a friend and colleague, “empowerment is claimed, not given.”

Empower yourself, and nothing is unachievable without grit, a growth mindset, and a willingness to make mistakes and learn.

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DIVERSITY & INCLUSION

Embrace Diversity, Create Belonging An Interview with Lynnetta Smith, Director of Diversity, Inclusion, and Belonging, ServiceNow EDITORS’ NOTE Lynnetta Smith important. But real results come from joined ServiceNow in November more than just an HR agenda.

2018 and currently leads efforts That’s where I’ve seen chief around Diversity, Inclusion and diversity officers have the most impact.

Belonging (DIBs) and is responsible When they pause to listen and learn for building out and executing the about employees’ experiences, and to strategy for the engagement of comhear their stories. This spans business munities and allies globally, both operations issues like recruiting, pay, internally and externally. Prior to and promotions, as well as the emoServiceNow, she spent nine years at tional, human, and real barriers that LinkedIn where she worked to move underrepresented communities conforward the company’s Diversity, tinue to face. That level of business Lynnetta Smith Inclusion, and Belonging efforts by acumen, empathy, and understanding managing the company’s Employee transforms chief diversity officers into Resource Groups, providing guidance and sup- strategic thought leaders and partners within porting their growth. Smith earned a BSBA in their organizations, where they can influence marketing from the University of Nebraska at areas like hiring, equitable policies, and creating Omaha. inclusive environments, and tap into employee emotions and personal experiences to build culCOMPANY BRIEF ServiceNow (servicenow.com) tures where everyone feels like they belong. is making the world of work, work better for Would you provide an overview of people. The company’s cloud-based platform ServiceNow’s diversity and inclusion and solutions deliver digital workflows that cre- strategy? ate great experiences and unlock productivity We believe diversity and inclusion are table for employees and the enterprise. stakes. Belonging is the breakthrough. When employees feel like they can be their authentic How do you define the role of a Chief selves and that their voices will be heard and Diversity Officer and how critical is it for respected, they create magic. We have been on a the role to be engaged in business strategy? mission to create change for our employees, our Big-picture, I believe that meaningful, sus- customers, and our communities that starts with tainable change through diversity, inclu- a multi-year strategy to enable and empower sion, and belonging is most successful when our people, engage our communities and allies, every employee embraces it as an element of build talent and brand, and hire inclusively. the culture. Every leader plays a role in model- The events of 2020 – the global pandemic, sysing behaviors that advance diversity and inclu- temic racial injustice, civil unrest – deepened sion, and a collective leadership commitment is our commitment to do more and inspired us

to co-create, along with our employees, our 5-point plan, which aims to accelerate our efforts with a focus on certain actions: 1. Workforce training: Building inclusive skills and mindsets for our employees; 2. Equity for all: Creating and evolving our equitable processes, policies, and practices; 3. Giving employees a voice: Fostering a sense of belonging and space for dialogue; 4. Lobbying for good: Advocating for change with support and direct action, both locally and systematically; 5. Recruiting and career advancement: Increasing representation and inclusion across all levels.

Where our focus goes, our progress goes.

How ingrained is diversity and inclusion in ServiceNow’s culture and values?

“Embrace diversity, create belonging” is a cultural value and a business imperative. We’re humbled that our culture has been recognized by a number of third-party organizations for our commitment and actions to drive change. For example, we scored 100 on the Human Rights Campaign Foundation’s Corporate Equality Index, which measures great workplaces for LGBTQ+ employees, and we were named to the FORTUNE® 100 Best Companies to Work For™ 2021 list. Our work toward equity for all means that we believe everyone deserves to be treated fairly and respectfully, and that there should be equity across the entire talent ecosystem – from hiring to career advancement.

To achieve that, we build and scale equitable people practices that result in inclusive and fair outcomes for all employees.

“‘Embrace diversity, create belonging’ is a cultural value and a business imperative. We’re humbled that our culture has been recognized by a number of third-party organizations for our commitment and actions to drive change.”

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“We believe diversity and inclusion are table stakes. Belonging is the breakthrough. When employees feel like they can be their authentic selves and that their voices will be heard and respected, they create magic.”

How do you engage your employees in ServiceNow’s diversity efforts?

We make sure employees know that their opinions matter – that they’ll be listened to and that their feedback will inspire real change.

For example, after the killing of George Floyd, one of our employees emailed ServiceNow’s executive leadership team, challenging us as a company to say more, to do more. Instead of speaking for him, we gave him the mic. During a global company meeting, he spoke live to ServiceNow employees and described the hurt, desperation, and anger he and so many others felt. This type of trust and ongoing dialogue has empowered employees to break their silence, giving the whole organization greater awareness and understanding – and uniting us in action.

We are committed to making sure these conversations, our work, and our progress continue. My team regularly hosts workshops and brings in speakers to lend their perspectives on social issues and inspire change. Early in 2020, we developed a training on race and allyship amidst COVID-19 to discuss the increase in hate crimes against Asian and AAPI communities, pervading anti-Blackness, and the pandemic’s devastating impact to Black, brown, and immigrant communities. The training featured several of our employees speaking from their own experiences, as well as outside experts who provided historical and current context as well as strategies for allyship and tools for shared liberation.

Facing the realities of continued and unacceptable anti-Black racism in the U.S. and around the world, ServiceNow dedicated Juneteenth (June 19, 2020) to learning and

becoming agents of change. Leading up to Juneteenth, we hosted a company-wide “DIBs learning sprint” with action-oriented trainings, virtual volunteer opportunities, donation campaigns, and guided team discussions to educate employees about racial justice, courageous conversations, and ally skills.

We also formed our DIBs Community – with an intentional focus on intersectionality – and launched Belonging Groups, which are safe spaces for the unique employee identities at ServiceNow. Building a high-performing, healthy community in partnership with external organizations and customers, where diverse talent authentically experiences a sense of belonging and trust, allows our employees to flourish, be brilliant, and unlock their collective productivity.

Is it critical to have metrics in place to track the impact of ServiceNow’s diversity and inclusion initiatives?

Metrics are essential to building a just, sustainable, equitable system for all. They serve as a guide, highlighting what’s working, as well as the areas where we need to grow and invest. For example, because pay equity is so dynamic, especially in a high-growth company like ours, we manage it on an ongoing basis and do regular analyses and adjustments. This approach has led us to achieve systematic pay equity company-wide and ensures we maintain that pay equity on an ongoing basis.

In your role, how valuable has it been to have the engagement and commitment of ServiceNow’s board and senior management in its diversity and inclusion efforts?

We have a collective leadership commitment to drive change. It’s one of the

elements that sets us apart. In fact, for each of the four years that we have published our annual Diversity, Inclusion, and Belonging Report, our entire leadership team has signed the opening letter as a signal of this commitment to action.

What are your key priorities as you look to ServiceNow’s continued efforts in regard to diversity and inclusion?

We will continue to stand united with our 14,000 employees who believe in our purpose to make the world of work, work better for people.

It is our responsibility to ensure our collective voice represents that world. Last year, the world experienced something together that no one was exempt from. Since we couldn’t change the situation, we focused on changing our mindset. Our focus remains on executing against our diversity, inclusion, and belonging strategy and our 5-point plan. We’ll continue to build on the pillars of the 5-point plan with programs, policies, and more that drive real change. For example, the first pillar of our 5-point plan, led by my colleague Megan Kollar Dwyer, is Workforce Training – designing and building inclusive skills and mindsets for our employees. We plan to expand a program we piloted last year – “DIBs Impact Labs” – an augmented reality simulation that creates scenarios so employees can experience new situations (as a different race or gender) and better understand microaggressions and racial biases. We’ll continue to advocate for change – both locally and systemically – with support and direct action.

We have a long-term strategy for our DIBs work and we continue to build on it to drive even more positive change.

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“Building a high-performing, healthy community in partnership with external organizations and customers, where diverse talent authentically experiences a sense of belonging and trust, allows our employees to flourish, be brilliant, and unlock their collective productivity.”

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DIVERSITY & INCLUSION

A Global Bank with a Local Heart An Interview with Alan Wong, Managing Director and Head of the Human Resources Department, Bank of China U.S.A. EDITORS’ NOTE Alan Wong is an and ensuring it is fully aligned with the established HR executive and Bank’s broader business strategy, misManaging Director and Head of the sion and core values. I help to oversee Human Resources Department at the different facets of HR management the Bank of China U.S.A. Branches. which we divide into seven main straHe has been responsible for not tegic categories: talent acquisition, total only building and overseeing the rewards including compensation and HR strategy and programs, but also benefits, learning and development, leads HR initiatives to ensure and employee relations, compliance and support compliance with the Bank’s quality control, performance manageregulatory programs and requirement, and expatriate management. ments. In addition, he leads his team An important part of my responAlan Wong in keeping up with industry best sibility is serving as a liaison between practices and plays a critical role the Bank’s management and our in the Bank’s Diversity, Equity and Inclusion employees, helping to promote a diverse, incluinitiatives. He has served as a Co-Chair of the sive and supportive environment. I also work Foreign Bank Human Resources Forum, and is closely with our HR team, internal and external a member of the New Jersey China Chamber of counsel and consultants to stay up to date on Commerce. Wong spearheaded the develop- all current regulations and relevant employment ment of the Foundation of the Asian Human laws to best serve the Bank and our employees, Resources Forum and is a respected and well- especially during the ongoing pandemic. known authority on the application of U.S. How important is it for the Human employment and human resources law and Resources role to be engaged in business practice to Asian businesses. He holds a BA in strategy and how has the role evolved? business administration and economics from Whether you are a bank, a corporate, a the State University of New York at Albany. government agency or an academic institution, I believe it is crucial for HR to be engaged in COMPANY BRIEF As China’s most globalized the overall business strategy of the organizaand integrated bank, Bank of China (boc.cn/ tion, and for the business strategy to be wellen) has a well-established global service network formed with HR engagement, as HR can both with institutions set up across the Chinese main- inform and help shape strategy from a people land as well as in 61 countries and regions. It perspective. It is that symbiosis that makes an has established an integrated service platform organization successful for both the business based on the pillars of its corporate banking, and its employees. By integrating people and personal banking, financial markets and other business strategies, it ensures that the people – commercial banking business, which covers the critical core of any company – are in an investment banking, direct investment, securities, insurance, funds, aircraft leasing and other areas, thus providing its customers with a comprehensive range of financial services. Bank of China U.S.A. (bocusa.com) has branches in New York City, Queens, Chicago and Los Angeles.

environment that thrives and drives the business forward. Having the right HR strategies in place is essential in times of expansion, contraction or even crisis management. In addition, when regulatory mitigation may be required, HR plays a key role to ensure the right people are in place which often brings comfort and confidence to the regulators that execution will likely be efficient and sustainable.

As compliance-related issues become more central to a bank’s operations, the role of human resources expands because of the people-related issues involved in compliance. We do our best to help assure a culture built on treating people fairly and equitably, and encouraging a speakup culture in which individuals feel comfortable bringing to the attention of their managers, our compliance department, and human resources ideas they may have to improve our operations and help us better comply with the various laws and regulations to which we are subject.

HR also plays a vital role in shaping the work environment, to push and provide space for employees to develop to their full potential and create a harmonious and inclusive environment that promotes loyalty, comradery, stability and sustainability.

How do you describe Bank of China U.S.A.’s culture and how critical is culture to the success of the Bank?

The culture here is global in nature, very fast-paced and compliance-oriented, with an emphasis on building productive work relationships. We are teamwork-focused. Over the past few years, BOC U.S.A. has experienced a period of rapid growth and evolution, nearly doubling

Will you provide an overview of your role and key areas of focus?

I have been with Bank of China U.S.A. (BOC U.S.A.) for over 30 years, and I have had the honor to take part in, and witness, its transformation from a small branch in New York City to its current size of close to 800 employees across four branches in three states. I am currently a Managing Director and Head of the HR Department at BOC U.S.A. and am responsible for designing and executing the Bank’s HR strategy 48 LEADERS

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in size between 2015-2021 from around 400 employees to close to 800 employees. This was driven by a clear mandate to serve not only the cross-border business relationship between the U.S. and China, but to also service the local U.S. market. Such fast-paced growth means that we must embrace constant changes and remain agile, as new people join the Bank and bring with them fresh ideas and a wealth of local experience to advance the Bank’s industry practices. At the same time, this culture of compliance has been instrumental in uniting the branch to achieve prudent growth and maintain a high level of respect towards regulatory requirements and standards.

There has always been an emphasis on the team and the professional business relationships we build with one another. Guided by thought leadership at both the global and local level, Bank of China (BOC) has actively focused on our roles as responsible stakeholders in environmental, social and corporate governance issues. We embrace the highest standards of compliance in all markets in which we operate and continuously promote a strong ethical culture.

On a local level, to best serve our clients, BOC’s U.S. branches stay abreast of key domestic, economic, and social developments.

We incorporate initiatives in the areas of green financing, social responsibility and sound and ethical corporate governance into our business practices. This has been crucial to our success.

We have been able to balance the need to adapt to the growing level of regulatory scrutiny while building our business presence.

We also celebrate our heritage – as the most international of all the Chinese banks, our management team has placed an emphasis on celebrating and embracing Chinese culture.

From formal Chinese language classes to cultural exchange seminars, as well as informal dumpling making classes, Taichi classes, mooncake tastings and our annual celebration of the Lunar New Year, we encourage our employees to participate and be a part of the Bank’s rich cultural history and heritage.

Will you discuss your views on the importance of building a diverse and inclusive workforce at BOC U.S.A.?

As a foreign bank operating in the U.S., building diversity and inclusion is especially important. Foreign banks operating in the U.S. or anywhere in the world often include an expatriate program, and the integration of local employees to create an inclusive environment brings both challenges and new opportunities. Building cohesion is key in this kind of environment – it means encouraging inclusive and open communication and attitudes, as well as flexible and adaptable mindsets. Certain approaches in China may not work in the U.S., and vice versa. While this kind of exchange and sharing of ideas may require longer periods of time in order to resolve certain issues, it is crucial to create an open atmosphere of mutual understanding, respect, and compromise with shared goals and values. This has been especially important as the Bank has expanded and we have had the privilege to hire more local employees.

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As diversity, equity and inclusion continues to dominate the discourse within the HR industry and society at large, BOC is dedicated to further improving our DEI practices. As we realign our internal resources and strategies following the pandemic, enhancing our efforts in this space is a key goal.

“We pride ourselves in being a global bank with a local heart, so building an employee base that reflects and includes the communities we serve is critical.”

What is BOC U.S.A. doing to make sure that it is attracting diverse talent and reaching out to diverse candidates for career opportunities?

Building a diverse and inclusive employee population at the local level has been a focus for BOC U.S.A. for some time in order to ensure we recruit the best possible talent as we continue to expand across America. We source candidates from a broad range of resources to ensure we are assessing candidates with a diverse range of experiences and backgrounds. This means not limiting ourselves to just traditional sources, such as large staffing firms or the usual job boards.

Prior to the pandemic, we participated in local career fairs and we look forward to returning to these. We also make it a priority to post job opportunities at local colleges across the country in order to build relationships and pipeline talent with these local institutions. In addition, we leverage the networks we have in-house, from our own employee base and partnerships with local community organizations to the wider local and foreign banking communities.

We are vocal about the unique experience a professional can attain by working for an international financial institution and promoting trade and investment between the two largest economies in the world. We aspire to enhance our programs to ensure we are attracting and considering a more diverse set of candidates for the Bank. We pride ourselves in being a global bank with a local heart, so building an employee base that reflects and includes the communities we serve is critical.

What do you see as the major challenges facing HR professionals during this challenging and uncertain time?

Throughout the pandemic, HR professionals have been presented with a host of new challenges. Not only have we had to navigate ever-changing regulations and employment laws tied to the pandemic, but also the changing nature of how we work and interact amongst ourselves and with external stakeholders. We are moving towards an environment of worklife integration, with a focus on hybrid workplaces, migrating workers, as well as synergies instead of dichotomies/competition between work-life and home-life. This pandemic has fundamentally transformed the way the world sees work, and HR professionals have to make sure to not only keep up with the trends, but also listen to employees. We must design programs that align with our business objectives, enhance our training capabilities and focus on our company’s core values.

On the other hand, we should not permit the unique circumstances of the pandemic to force changes that may not be welcome.

The HR professional of 2021 must be adaptive, innovative and open to changes in the industry, while keeping an eye on the legitimate needs and expectations of the business, customers, regulators, and, of course, employees.

What advice do you offer to people interested in a career in banking?

I strongly encourage a career in banking.

I truly believe it is an excellent launchpad for anyone’s career, regardless of what path they choose in the long run. I would encourage individuals to start by learning about the industry – it is exciting and complex, especially on a global level. People often do not realize the breadth and diverse set of opportunities and careers that banking can offer. Banking is far more than a place where money is stored and loans/investments are executed. The intensity and pace can be challenging, but the rewards are often great and can offer career opportunities for all types of people. I would also encourage students to start reaching out early to those who are in banking, whether it is through their own personal networks, social media, or their schools. Seek out a mentor who can provide proper advice and guidance to acquire firsthand experience. Additionally, students should try to apply for an internship whenever time permits.

This has always been a good way to really test the waters for yourself.

BOC U.S.A. brings to the U.S. more than 100 years of responsibility, integrity, professionalism, innovation, prudence and efficiency, but the real experience comes from supporting U.S. economic growth, trade and jobs. Our Bank facilitates the import and export of tens of billions of dollars of goods and services every year to Asia, China and the rest of the world, which is a unique opportunity that not all banks can offer. As our business continues to grow and our operations expand, we are actively searching for bright and ambitious professionals to join our family of professionals.

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DIVERSITY & INCLUSION

Building a World that Works An Interview with Michael J. Barber, Chief Diversity Officer, GE EDITORS’ NOTE In his role as Chief likely somebody in the organization Diversity Officer for GE, Mike Barber who is responsible for overseeing that leads GE’s inclusion and diversity it is happening and progressing in a strategy to drive sustainable change consistent way. That is how I look at with an added focus on driving leadthe role of the Chief Diversity Officer. ership accountability and metrics, I don’t have all the answers and there’s building an inclusive culture and a number of different things required. reinvigorating inclusion and diverThere are some that can be addressed sity learning and mentoring. Barber in the short-term and some that will joined GE in 1981 and, prior to his be part of the longer journey, but I current role, he served as GE Officer see my role as being the quarterback and President and CEO of GE’s on the field to get people moving in Michael J. Barber Molecular Imaging and Computed the same direction to make progress.

Tomography (MICT) business.

Driving meaningful change starts Additionally, he was the first leader for GE’s strat- with focused leadership. Beyond my companyegy on global health called Healthymagination. Its wide role, we also named a CDO for each GE charter was to improve the quality, cost and access business and worked hard to find operating to care by 15 percent or more on a global basis. leaders who know how to drive accountDuring his career, Barber has had a variety of roles ability and achieve results while also coming in engineering, operations and product manage- from a variety of functions and backgrounds to ment. As the Manager of the Digital X-ray Detector enhance our collective perspectives. Each CDO, Platform, he led a team that eliminated the need including myself, reports directly to their CEO for film in X-ray procedures. Barber holds pat- and is responsible for working with their CEO ents for novel X-ray system designs and has been and leadership team to create, own, and drive directly involved with many product advances in diversity KPIs. the field of diagnostic imaging. Barber was named You have held a number of leadership a Black Enterprise ‘Master of Innovation’ in 2009. positions at GE throughout your career.

He also serves on the board of Talix Inc., Catalent, What excited you about the role of Chief and the nonprofit National Action Council for Diversity Officer and made you feel it was Minorities in Engineering (NACME). In 2014 he the right fit? was elected as a Fellow of the American Institute The prospect of being the Chief Diversity of Medical and Biological Engineering (AIMBE) Officer wasn’t something that was on my radar. and was named “2018 Person of the Year” by the After spending over 39 years at GE, in engineerRotary Club of Milwaukee. Barber received his BS ing, in operations, and in leading a business for and honorary doctorate in engineering and serves the last several years, I had decided it was time as a Regent at his alma mater, Milwaukee School of Engineering.

COMPANY BRIEF GE (ge.com) rises to the challenge of building a world that works. For more than 125 years, GE has invented the future of industry, and today the company’s dedicated team, leading technology, and global reach and capabilities help the world work more efficiently, reliably, and safely. GE’s people are diverse and dedicated, operating with the highest level of integrity and focus to fulfill GE’s mission and deliver for its customers.

How do you define the role of Chief Diversity Officer and how important is it for the role to be engaged in business strategy?

In business, if you want to make something better and have lasting change, there’s 50 LEADERS

to retire. Then, two things occurred. First, GE was “rewiring” its operating style in a number of areas, becoming more decentralized to better meet our customers’ needs. Then, the reckoning for equality and justice that was energized by the terrible murder of George Floyd began gaining momentum.

I was intrigued when Larry Culp, GE Chairman & CEO, was clear that he wanted someone who had an operational background for the CDO role. Larry wanted inclusion and diversity to be embraced, understood, and driven in the same way business leaders approached their other priorities. When he reached out to see if I would be interested in helping him make that transformation in the company, I understood the real opportunity this was to make GE better.

I want to make sure that everyone can reach their full potential in the company. If everyone in the room has the same backgrounds and experiences, you won’t get the benefit of complementary ideas that build on each other and lead to better answers. It’s only when you have people with different experiences, who can work together, be transparent, and be themselves, that we can truly build a world that works. It’s something worthwhile that I wanted to be a part of and decided to postpone my retirement.

Will you provide an overview of GE’s diversity and inclusion strategy?

At GE, we are committed to building a more diverse workforce and a more inclusive workplace by strengthening our focus on accountability, transparency and community.

Moving forward, this means expanding our

“As a company, we look to improve every day, every quarter, and every year. That includes being motivated to demonstrate progress in diversity and inclusion.”

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“If everyone in the room has the same backgrounds and experiences, you won’t get the benefit of complementary ideas that build on each other and lead to better answers. It’s only when you have people with different experiences, who can work together, be transparent, and be themselves, that we can truly build a world that works.” diversity strategy to include mitigating bias in our talent processes; growing engagement in our Employee Resource Groups globally; expanding our understanding and collection of our diversity data globally; and further developing and promoting allies and sponsors.

As a company, we look to improve every day, every quarter, and every year. That includes being motivated to demonstrate progress in diversity and inclusion.

How engrained is diversity and inclusion in GE’s culture and values?

GE celebrated 129 years of innovation this year. From Lewis Latimer, African American Civil War veteran whose patents and other innovations made light bulbs last longer, to Edith Clarke, the first woman to receive a master’s degree in electrical engineering at MIT and who made significant contributions to long-distance power transmission at GE where she became the first woman professionally employed as an electrical engineer in the U.S., GE has been a proving ground for the important role diversity plays in innovation.

We also introduced our GE Leadership Behaviors in March 2020 and were very intentional in embedding diversity and inclusion within them. For example, part of the behavior “Act with Humility” includes “embracing a culture of respect which values inclusive teams and diverse perspectives.” Taking it a step further, each employee’s demonstration of the Leadership Behaviors is one of the two unique ratings they will receive as part of their annual summary process.

How do you engage your employees in GE’s diversity efforts?

We are firm believers in the importance of fostering community within our own company and the local communities where our employees, customers, and their families live and work.

Internally, we’re proud to have been an early leader in the creation of strong Employee Resource Groups (ERGs) nearly 30 years ago.

These groups accelerate development through mentoring, learning, networking, organizing outreach and service activities, and addressing challenges that are important to their members and the company through targeted initiatives.

To add support and leadership, last year we named senior executive sponsors for each group.

In addition to our ERGs, we also launched the CDO Council, bringing together our business CDOs and HR diversity leaders to share best practices and drive new levels of connection and accountability across the company. As I mentioned earlier, we also have Chief Diversity Officers named for each GE business. They are tasked to work with their business CEO and their leadership team to ensure diversity is integrated in the business rhythms, not run as a separate initiative. Ongoing learning related to diversity and inclusion is an important area the business CDOs are also leading for the employee populations they support.

From leadership messages and employee feature videos to virtual symposiums and all-employee broadcasts, we’re making engagement on diversity progress and learning a continued focus.

“From leadership messages and employee feature videos to virtual symposiums and all-employee broadcasts, we’re making engagement on diversity progress and learning a continued focus.”

Is it critical to have metrics in place to track the impact of GE’s diversity and inclusion efforts?

Yes. The foundation of continuous improvement is looking at the data. This is an essential step to determine root cause and develop action plans that lead to sustainable change. To that end, we transparently shared our diversity data earlier this year. This is the beginning of a journey to improve the depth and breadth of our diversity data and we expect to include a more extensive data set over time.

From the data, it’s clear we have work to do and as with any business imperative, accountability is key to achieving progress.

Collectively we are also developing and driving key performance indicators (KPIs) for diversity and inclusion for each GE business.

These KPIs are tracked and owned with the same level of operational rigor as our operating KPIs and are no less important.

How valuable has it been to have the commitment of GE’s board and senior management in its diversity and inclusion efforts?

It’s been about a year since I started in my role as Chief Diversity Officer and I am encouraged by the sustained level of support from my GE colleagues around the world and the commitment and focus from the company leadership and our board to deliver meaningful results. That continued universal support is essential to ensuring we are able to do what we must to make GE a place where everyone is empowered to do their best work because they feel accepted, respected, and that they belong.

You joined GE in 1981. What has made GE so special for you and a company where you have wanted to spend your career?

I believe the work we do at GE is fundamental to a world that works. The future of flight, precision health and the energy transition may seem like daunting challenges, but together with our customers, GE teams rise to those challenges every day. The drive to solve the world’s big challenges has been a part of the culture at GE from the very beginning and the importance and value of each person’s ideas are what matters. Ensuring that happens systemically, every day and in every part of the company, requires effort from all of us, and it’s something I believe we can do to root out inequity.

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DIVERSITY & INCLUSION

Racial Equity An Interview with Shelley Stewart III, Partner, Private Equity and Principal Investors Practice, McKinsey & Company and Leader, McKinsey’s Institute for Black Economic Mobility EDITORS’ NOTE Shelley Stewart strategy to diligence to portfolio value is a leader within McKinsey’s creation. On the latter, we bring the Private Equity & Principal Investors complete set of McKinsey offerings Practice, where he serves a range (e.g., marketing and sales, digital, of clients on marketing and sales operations, etc.) tailored to both the topics. He has worked with numersize and investment horizon. ous privately-held and publicly-traded You also lead McKinsey’s companies across the industrial and Institute for Black Economic technology sectors, helping them Mobility. Will you highlight the identify opportunities for accelerInstitute and how you define its ated growth, design new go-to-marmission? ket models, improve effectiveness The Institute is working across Shelley Stewart III of sales-for ce deployment, and the private, public, and social secimprove margin through compretors to inspire, empower and sustain hensive pricing programs. In addition to his action that leads to the economic development client work, Stewart leads McKinsey’s research of Black communities across the globe. We do on Black economic mobility in the United States this through research and assets, convening and and has published numerous articles and is a direct engagement. speaker on the topic. Stewart is also on the board of directors of the National Black MBA Association. Before joining McKinsey, Stewart worked in the financial services industry. He held a variety of roles at an investment banking firm, and subsequently cofounded Dreadnought Capital Management, an investment management firm where he led portfolio management.

Stewart earned his BA in economics from Boston College and an MBA from Columbia University.

“Businesses are rightly

being expected to play

FIRM BRIEF McKinsey & Company (mckinsey.com) is a global management consulting firm committed to helping organizations create change that matters. In more than 130 cities and 65 countries, its teams help clients across the private, public and social sectors shape bold strategies and transform the way they work, embed technology where it unlocks value, and build capabilities to sustain the change – not just any change, but Change that Matters – for their organizations, their people, and in turn society at large.

Will you provide an overview of your role and key areas of focus?

I am a Partner with McKinsey’s New Jersey Office. My client work focuses on helping companies of all sizes accelerate profitable growth.

Specifically, I support clients on growth strategy, sales force effectiveness, channel management, and pricing.

What have been the keys to the strength and leadership of McKinsey’s Private Equity & Principal Investors Practice?

Our Private Equity practice is a full-service offering. We support everything from fund 52 LEADERS

a role in advancing

the needs of society.”

How are you engaging McKinsey’s workforce in the work of the Institute for Black Economic Mobility?

The Institute sits at the center of our Racial Equity agenda at McKinsey. We are creating opportunities for our colleagues to work on issues that they are genuinely passionate about and partnering across our client service practices to bring racial equity into our work. For example, we have been working with banks and insurance firms to help increase access for Black Americans.

How critical is it for McKinsey & Company to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when addressing client needs?

We are committed to building a diverse and inclusive workforce, no question. Talent is diverse, and our firm must reflect this diversity if we intend to hire the best people.

Our own research demonstrates a strong connection between diverse leadership and business performance. Diverse perspectives are also essential to delivering impact with our clients.

What are the keys to being successful in attracting and retaining diverse talent for McKinsey & Company?

To attract and retain diverse talent, McKinsey, like all companies, must continue to foster a more inclusive environment. Over the last year, we have worked to think more broadly around our sources of talent, for example, expanding our recruiting efforts from five to thirty Historically Black Colleges and Universities. As a result, we will be welcoming our largest class ever of Black and Hispanic/ Latino summer interns, more than triple the size of our 2019 class. We are also unbiasing people processes, improving mentoring and sponsorship for all colleagues, and increasing diverse representation at senior levels.

What do you see as the responsibility that leading companies have in addressing societal issues and being a force for good in society?

Businesses are rightly being expected to play a role in advancing the needs of society.

Wealth and income inequality continue to accelerate to the detriment of both the poor and middle class. Our consumption-based economy cannot sustain without a thriving middle class. Companies have started to acknowledge the need to move beyond a singular focus on the shareholder. For example, the Business Roundtable announced in 2019 a shift toward stakeholder capitalism, acknowledging that corporations must focus on more than their bottom line.

What advice do you offer to young people beginning their careers during this challenging and uncertain time?

My advice is not to get too hung up on the specifics of your first couple of jobs. Many of us don’t know what we want to do with our lives.

It takes time and experience to understand what we are genuinely passionate about and becoming good at it. In your early career, it’s all about skill acquisition. Be a sponge. Find inspiration in everything.

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Opportunities for all CNA is committed to providing a diverse and inclusive culture where current and prospective employees feel welcomed, valued and celebrated for their unique contributions toward the company’s long-term success.

cna.com Copyright © 2021 CNA. All rights reserved. 20210512 1740-DI

DIVERSITY & INCLUSION

Building the Networks That Move the World Forward An Interview with Diego Scotti, Executive Vice President and Chief Marketing Officer, Verizon EDITORS’ NOTE Diego Scotti and C O M PA N Y B R I E F V e r i z o n his team have led the widely (verizon.com) is one of the world’s r ecognized transformation of the leading pr oviders of technology, Verizon brand from a phone comcommunications, information and pany to a technology and experientertainment products and services. ence brand led by purpose and Headquarter ed in New York City innovation over the past six years. and with a pr esence ar ound the He oversees all aspects of Verizon’s world, Verizon generated revenues of marketing, experience design and $128.3 billion in 2020. The company brand communications across all offers voice, data and video services business units. He is responsible and solutions on its award-winning for linking the company’s innovanetworks and platforms, delivering Diego Scotti tions, products and services to build on customers’ demand for mobility, Verizon’s brands, create awareness, reliable network connectivity, security and drive demand and loyalty across all chan- and control. Verizon was the first company nels. Scotti was instrumental in building in the world to launch a commer cial 5G Verizon’s brand purpose, to create the net- mobile network with a commercially available works that move the world forward, solidify- 5G-enabled smartphone. The company’s ing the company’s dedication to social impact. operating structure focuses on three customerOverseeing the company’s corporate respon- facing areas: Consumer, Business and Media. sibility efforts, he was also at the helm of the creation of Citizen Verizon, the company’s plan for societal, economic and environmental advancement. At the helm of one of the country’s largest advertisers, Scotti has taken bold action to impact DEI within the marketing industry at large and has become a known activist for change. He founded adfellows in 2017, a breakthrough marketing training program offering diverse, entry-level talent, an integrated experience within Verizon and its agency partners. Previously, he served as the Chief Marketing Officer of J. Crew where he drove brand growth to historical heights. Scotti also spent 15 years at American Express, where he led several functions including global advertising and brand management, leading the creation of a number of iconic brand advertising and marketing campaigns including the award-winning “My Life. My Card,” as well as playing a key leadership role on major product innovations including Blue and the Centurion Card. He also worked at Conde Nast where he led marketing at Vogue and held several other titles. Scotti was selected by Business Insider for their “Most Innovative CMO” List in 2018, 2019 and 2020, and was named one of the “World’s Most Influential CMOs” by Forbes in both 2019 and 2020; in 2020 Diego also received the Adweek Brand Genius Award and Campaign’s Power of Purpose Award. He is a member of the executive committee of the Ad Council and Co-Chair of the Adweek DEI Council.

“Above all else,

Verizon believes in the power of technology for good. With that

in mind, our culture is laser focused on serving our

key stakeholders –

customers, employees,

shareholders and society.”

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How do you describe Verizon’s culture and how critical is culture to the company’s success?

Above all else, Verizon believes in the power of technology for good. With that in mind, our culture is laser focused on serving our key stakeholders – customers, employees, shareholders and society. We’re also deeply committed to a collaborative culture across the company, one that empowers a diverse workforce at every level of the organization. This kind of focus and vision to drive the business has proven to be extremely efficient.

Will you provide an overview of your role and key areas of focus?

As Chief Marketing Officer, I oversee all aspects of Verizon’s marketing across all business units. I link the company’s technology, products and services to build Verizon’s brands and ultimately drive loyalty and engagement. Within that larger purview, my key focuses are driving purpose and innovation to deliver on Verizon’s mission: to build the networks that move the world forward.

Our innovation is driven by the adoption of 5G technology – an invisible network that the marketing team is tasked with educating the public about. We’re very thoughtful about how we story tell around and humanize the network, and it isn’t always the easiest job, but what does make our job easy is talking about the superiority of the network. Verizon’s network is the most reliable on the planet. I don’t have to make anything up. I also oversee the company’s responsible business efforts, driven by social impact, ensuring the marketing strategy is both a force for good and a force for growth.

How critical is it for the CMO role to be engaged in business strategy?

Brand and business are one in the same.

As a CMO, being not only engaged, but helping to drive business strategy, is crucial to success of not only the marketing team, but the company. This approach means full alignment and trust throughout the C-suite and also support from the very top, which I’m lucky to have from our CEO, Hans Vestberg.

CMOs also have to have a strong understanding of their partners’ businesses. With the emergence of 5G and the implications it has for industries, we’re committed to working with our partners across sectors – from sports to music to gaming to culture – to revolutionize their industries.

We look at our partnerships through a 360-degree lens that is grounded in innovation. This kind of deep engagement drives growth for everyone.

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“Our responsible marketing action plan addresses not only representation, but economic investment focused on ensuring a diverse and equitable creative supply chain, retention of diverse talent, fighting bias in our content and creating responsible content practices.”

Will you highlight the transformation of the Verizon brand from a phone company to a technology and experience brand?

The strength and reliability of our network and the connections it creates will always be Verizon’s priority. Over the past few years, we’ve put an added focus on what our networks can unlock and what can be built and created on them, going beyond voice calls. This has been led, in large part, by the emergence of 5G and the increased availability of the technology to more people in more places. With all of the possibilities that come with the speeds, low latency and high bandwidth that 5G unlocks, Verizon is in a unique position to drive both innovation and trust for our key stakeholders.

As we continue to deliver on the promise of 5G, we’re getting it in the hands of creators, partners, business leaders and engineers to empower them to be empowered by what the network can unlock.

How critical is it for Verizon to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when making business decisions?

The most crucial issues impacting marketing today are tied to diversity, equity and inclusion. We’ve been doing deep work to address the DEI issues within the industry for over five years, and we’ve learned a lot. We’ve learned these issues are complicated; that there isn’t a silver bullet or one-size-fits-all solution that will address every aspect; and that we have to do the work because diverse voices are critical to the success of our business.

The industry, marketplace and workforce all change at such a rapid speed that it requires companies to continuously develop new solutions to stay relevant to what employees need.

Its ongoing work that calls for consistent commitment. Over the past year, we’ve been putting a lot of thought into how we can increase our impact. We created a multifaceted and holistic approach that is grounded in collaboration and accountability. Our responsible marketing action plan addresses not only representation, but economic investment focused on ensuring a diverse and equitable creative supply chain, retention of diverse talent, fighting bias in our content and creating responsible content practices. I’m really proud of the plan itself and even more proud of the fact that Interpublic Group, Publicis and WPP are partnering with VOLUME 44, NUMBER 3

us on these efforts, ensuring the impact goes beyond the walls of Verizon. Not only is there no silver bullet – it takes a village to make an impact.

You founded adfellows, a breakthrough marketing training program offering diverse, entry-level talent an integrated experience within Verizon and its agency partners. What was your vision for creating adfellows and how do you define its mission?

When we launched adfellows in 2017, the goal was to create a pipeline of diverse talent to help reshape the future of marketing and media.

At the time, it was a seed of an idea that we hoped would affect the industry. What started as a program with five agency partners has grown to include 18 agency partners and five brand partners – enabling us to truly change the make-up of our industry. We’ve changed the lives of 109 fellows who have gone through the program, and 90 percent of them have received full-time jobs with a 95 percent retention rate within the industry.

“Being responsible isn’t a nice to do, it’s a need to do. To truly be a leading company, you have to lead the way in societal impact.

To do this right, you need a focused brand purpose to guide you, grounded in actions, not words.”

The success of the program has been incredible, but we know that, along with the work we’re doing for entry-level talent, we need to create a solution for retention at the mid-level. We created AdDisruptors, a sixmonth program for standout talent at our agencies with 5-8 years of experience. Our inaugural class of 19 Disruptors is getting access to speakers and one-on-one mentoring from thought leaders throughout the industry. They were all nominated by the CEOs of their agencies for their leadership potential and the goal is to give them new challenges and experiences so they can get to the next level in their careers, and so that we retain top talent on the Verizon account teams.

Verizon is deeply engaged in the communities it serves. Do you feel that this is a responsibility of leading companies and will you discuss Verizon’s commitment to corporate responsibility?

Being responsible isn’t a nice to do, it’s a need to do. To truly be a leading company, you have to lead the way in societal impact. To do this right, you need a focused brand purpose to guide you, grounded in actions, not words.

Verizon’s purpose, to create the networks that move the world forward, is core to the way we do business. We don’t look at it as philanthropy.

We proved that last June when we launched Citizen Verizon, our responsible business plan for social, economic and environmental advancement.

Additionally, with the massive shift to digital over the past year, our commitment to use the power of technology for good has become even more relevant and the transformation we’re driving with 5G has become even more critical. The next gen technology is transformational – we’re already seeing the impact in education, healthcare, the future of work and collaboration, and entertainment.

These are industries that have seen massive change since COVID-19 hit and will continue to shift as we all find our new normal post-pandemic.

What advice do you offer young people interested in building a career in the industry?

Know that your voice matters. Your ideas matter. The industry is changing, the playbook is being rewritten and we need the thoughts of young minds to help us create it.

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DIVERSITY & INCLUSION

Service, Equality and Inclusion An Interview with Lilian Vanvieldt, Executive Vice President and Chief Diversity and Inclusion Officer, Alliant Insurance Services EDITORS’ NOTE Lilian Vanvieldt How do you define the role of a Chief is a 30-year insurance industry Diversity and Inclusion Officer and veteran. As the head of Alliant’s how critical is it for the role to be Diversity and Inclusion initiative, engaged in business strategy? she leads a company-wide effort We have a profound responsibility as focused on promoting diversity an organization to advocate for diversity and inclusion within Alliant and and inclusion both in our industry and in thr oughout the br oader insurthe communities where we do business. ance industry through a focus My goal is to help Alliant stand out as a on awareness, training, mentorforce for good in the insurance industry, ing, and car eer development. while expanding opportunities for career In addition to her role as CDIO, growth and advancement for individuals Lilian Vanvieldt Vanvieldt is one of the nation’s with diverse backgrounds and life experileading br okers in the educaences within our organization. I believe tion space. She currently leads the Alliant that diversity and social justice are not only essential Kindergarten to Community College (K-14) to creating a better world, but are also the hallmarks Public Entity program and plays an influ- of a healthy and successful business. I am also ential role in setting the program’s national focused on promoting inclusion across Alliant with business strategy. A proud survivor of stage the goal of bringing everyone together to help our III breast cancer, Vanvieldt currently serves organization grow and succeed. I look forward to as Director of the Susan G. Komen Leadership working with Alliant’s leadership team to ensure Foundation in San Diego and was the orga- that Alliant is a welcoming and thriving place for nization’s Honorary Breast Cancer Survivor employees from all backgrounds to call home. of the Year in 2018. She holds a bachelor’s What excited you about the opportunity degree in economics and history from the to take on this role and how valuable will your University of California, Los Angeles. past experience in other leadership roles at Alliant be in this new role?

COMPANY BRIEF With a history dating This new role presents a unique opportunity back to 1925, Alliant Insurance Services for me to bring together my 30+ years of experi(alliant.com) is one of the nation’s leading ence as an insurance professional (19 with Alliant) distributors of diversified insurance products and long-standing background in community serand services. Operating through a national vice and philanthropy. I am the incoming Director network of offices, Alliant offers a compre- of the Susan G. Komen Leadership Foundation in hensive portfolio of services to clients.

San Diego and was the organization’s Honorary

Breast Cancer Survivor of the Year in 2018. I have always sought to use my voice and influence to advocate for equality in access to health services and remain an active spokesperson for breast cancer education and prevention. In addition to my efforts heading up Alliant’s diversity and inclusion initiative, I look forward to continuing to service my national portfolio of public entity clients, focusing on schools, cities, and other public agencies. This broad base of professional and service experience gives me a unique perspective that allows me to champion the causes and issues that are important to the communities we serve.

Will you provide an overview of Alliant’s diversity and inclusion program?

Alliant’s Diversity & Inclusion program was established to strengthen our business and our culture by promoting diversity and inclusion across all levels of our organization and within the insurance industry at large. At the heart of the program is a commitment to education, collaboration, and understanding our responsibilities to the broader community. Our goal is to create an environment where employees with their unique backgrounds and experiences can do great work together and set a course toward a more just and equitable world.

At the heart of this commitment is a dedication to doing more than simply recognizing the need for a more diverse and welcoming workplace. It’s about inclusion for all. It’s about taking action.

How engrained is diversity and inclusion in Alliant’s culture and values?

Alliant believes that diversity and inclusion is not a byproduct of our success, but a catalyst for

“Alliant believes that diversity and inclusion is not a byproduct of our success, but a catalyst for it. The strength and success of our organization is defined by the diverse people who work here.”

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“I believe that diversity and social justice are not only essential to creating a better world, but are also the hallmarks of a healthy and successful business.”

it. The strength and success of our organization is defined by the diverse people who work here. We see this borne out every day as employees with a broad array of backgrounds and life experiences come together to bring unique perspectives on both our business strategy and our overall corporate culture. Alliant is a national organization with employees across North America. Each team member has a unique story and perspective, and each story contributes to making Alliant a leader in our industry and in the communities where we live and work. As a result, Alliant is wholly invested in promoting a diverse and collaborative work environment where everyone’s voice is heard.

How important is it to have diverse perspectives and experiences at the table when making business decisions?

Having a diverse and multi-talented workforce enriches our culture and empowers us to deliver unique and creative solutions to the challenges we face while serving our clients with empathy and respect. We are dedicated to promoting diversity and inclusion across our organization and throughout all levels of leadership. This is reflected in our recruitment and hiring practices. One way we maintain this commitment to diversity in our hiring practices is by forming strategic partnerships with networks and organizations that promote diverse hiring practices.

Our recruitment team uses our resources to reach out to local networking associations for our job openings.

Additionally, Alliant attends career fairs focused on veteran hiring. We want Alliant to be an organization that consistently attracts and retains top talent by virtue of having a diverse platform externally.

How will you engage your employees in Alliant’s diversity efforts?

A central component of my role will be to lead and engage with our Diversity & Inclusion Committee, which is comprised of employees across the nation who are committed to cultivating diversity and inclusion across our workforce.

The committee works to educate our employees and ensure that every employee’s voice is heard.

The program also supports several Employee Resource Groups (ERGs): Women at Alliant, Blacks @ Alliant, All-In (LGBTQ), AAPI (Asian American and Pacific Islander), and ARMS (Awareness, Resources, Mentorship, and Support) for those impacted by cancer. These ERGs create a strong sense of community across our organization and provide resources, relationships, and alliances that are essential to the health and productivity of our workforce.

Is it critical to have metrics in place to track the impact of Alliant’s diversity and inclusion efforts?

While maintaining an organizational commitment to diversity and inclusion is an important first step, measuring our success is critical to maintaining momentum and progress for this initiative. We will achieve this by regularly assessing our recruitment and hiring practices. We work directly with our Professional Development team to create powerful diversity and inclusion training modules and assess progress via enrollment and response.

In your role, how valuable is it to have the commitment of Alliant’s senior management in the firm’s diversity and inclusion efforts?

The commitment from senior management is essential to the success of our D&I efforts, and our executive team has taken an active stance in ensuring that diversity and inclusion is woven into every aspect of Alliant’s operations. Additionally, our Chairman and CEO, Tom Corbett, has pledged both his support and that of Alliant to CEO Action for Diversity & Inclusion™ (CEOAction.com). This pledge is the largest CEO-driven business commitment to advance diversity and inclusion within the workplace across several industries and to commit to change and learning from each other. Our goal is to leverage our individual and collective voices to advance diversity and inclusion in the workplace.

What are your key priorities as you look to Alliant’s continued efforts in regard to diversity and inclusion?

My key priorities will orbit around our core commitments to awareness, training, and mentoring. Within these key areas, my vision is to give employees from all walks of life an opportunity to realize their full potential by setting a clear path to success via education, training, and promotion. By promoting more diverse voices in leadership, we will benefit greatly from the unique perspectives and fresh ideas that will move our organization forward. Externally, my goal is to solidify Alliant’s reputation as an organization that is responsive to the community – both a leader in insurance and a company that is reflective of the clients we serve and the issues that are important to them.

I look forward to advancing the conversation about equity and building a culture of service, equality and inclusion.

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“Having a diverse and multi-talented workforce enriches our culture and empowers us to deliver unique and creative solutions to the challenges we face while serving our clients with empathy and respect.”

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DIVERSITY & INCLUSION

Celebrating Differences An Interview with Laurie Havanec, Executive Vice President and Chief People Officer, CVS Health EDITORS’ NOTE As EVP and Chief historically. Delivering a welcoming, People Officer at CVS Health, Laurie energizing and rewarding experience Havanec leads Human Resources for candidates and a thriving culture for a workforce of 300,000 diverse for employees has taken on new employees across the U.S. She is importance in a company’s success. responsible for all HR functions It is no secret that engaged employincluding talent development, ees are more productive, less likely to diversity, equity and inclusion, leave, and more driven to contribute compensation and benefits as well to a company’s goals. Conversely, an as labor and employee relations. inability to attract and retain top talent Havanec brings more than 25 years can hamper an organization’s growth, of experience to CVS Health, most hurt profitability, and create a negative Laurie Havanec recently serving as Executive Vice brand experience in the marketplace.

President and Chief People Officer Having a dedicated C-level indiof Otis Worldwide Co., the world’s leading eleva- vidual to oversee an organization’s people – in tor and escalator company. Before joining Otis, healthcare or in any industry – makes good she served as Corporate Vice President of Talent business sense. In addition to identifying and and Human Resources at UTC after having held recruiting premier new talent, a CPO can enable senior HR roles at Aetna and Sikorsky. Havanec team members to achieve their highest potential, is an inductee of the YWCA Academy of Women thrive in a fast-paced, fast-changing environAchievers and served as a member of the Board ment, and make a profound impact in the orgaof Directors of the Connecticut Women’s Hall nization. This is where Chief People Officers of Fame and the Connecticut Gover nor’s can make major contributions to a company’s Committee on Workforce and Education. She performance and there is no better investment earned a BS in business from the University of in a company’s future.

Connecticut and a JD from the University of What excited you about the opportuConnecticut School of Law. nity to lead the HR function at CVS Health and what made you feel it was the right fit?

COMPANY BRIEF CVS Health (cvshealth.com) I joined CVS Health for a couple of profesis a diversified health services company with sional reasons. First, I was so genuinely drawn nearly 300,000 employees united around a by how CVS has uniquely positioned itself to common purpose of helping people on their path be a leader and innovator in providing broader to better health. Built on a foundation of com- access to healthcare to everyone, in every community presence, its diversified model engages munity. Second, I’m inspired by our leaders and one in three Americans each year. From its by our 300,000 employees who are in every innovative new services at HealthHUB locations, corner of America and who make a difference to transformative programs that help man- every single day. It’s been said that businesses age chronic conditions, CVS Health is making don’t create value; people do. In partnership healthcare more accessible and more affordable. with our CEO, Karen Lynch, and the HR teams, the challenge to build and sustain a united, conHow do you define the role of the Chief sumer-centric culture that enables CVS Health People Officer and how important is it for to transform healthcare for consumers across the role to be engaged in business strategy? the nation was a leadership opportunity that Without question, lofty job-seeker expecta- I couldn’t pass up. The way we support tions, fierce global competition for highly-skilled and develop talent directly impacts our ability talent, remote work and gig economy employ- to meet these goals and fulfill our purpose for ment models, and changing demographics are helping people on their path to better health. paving a path for human resources executives I was also attracted to CVS for a personal to serve at the center of corporate strategic deci- and, perhaps, more serendipitous reason. My dad sion-making. Chief Human Resource Officers was a pharmacist. He owned a small drugstore or Chief People Officers (CPOs) are seeing when I was growing up and he always wanted increasing emphasis on the employee experi- me to be a pharmacist. We lost my dad about 17 ence and corporate culture, in addition to the years ago, but I am certain he’s smiling right now important functions HR leaders have managed knowing I work for the nation’s largest pharmacy.

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Will you provide an overview of CVS Health’s diversity and inclusion strategy?

CVS Health has a long-standing and holistic approach to strategic diversity management that is inclusive of all of those we care for each day.

Our nearly 300,000 employees are a microcosm of America and a reflection of the diversity that is foundational to who we are as a country. We have made great strides in advancing a strategy that supports our business objectives and creates new opportunities for our colleagues – most notably is our progress against key industry measures. In 2017, we were honored to be named to the DiversityInc list of Top 50 Companies for Diversity, coming in at #49. This is a leading assessment for diversity management practices in corporate America and over the last four years we have continued to improve our standing, ranking #26 in the 2021 survey.

Despite our progress, and in reflecting on the events of the past year as a management team, it became clear that the American healthcare system could do a lot better to serve and support underserved populations across the country. The COVID-19 pandemic laid bare the systemic health inequities felt by Black and Brown communities, as they have been among the hardest hit by COVID-19. In addition, last year’s protests showed that these communities need more support now more than ever to achieve true equity across society.

This reflection led to the company committing nearly $600 million over five years to advance employee, community and public policy initiatives that address inequities faced by Black/African American and other historically disenfranchised communities. The goal is simple: we will use our presence in communities across the country to be a force for good and for helping underserved communities. For us, that starts by meeting people where they are.

Whether that’s expanding access to communitybased healthcare screenings, increasing access to affordable housing, or helping fight COVID19, CVS Health is playing an important role in helping to address health inequities across the country. These new investments build on our strategic approach to managing diversity that touches every aspect of our business: • Mentoring, sponsorship, development and advancement of diverse employees; • Company-wide learning experiences and corporate culture programs, with a focus on promoting inclusion and belonging; VOLUME 44, NUMBER 3

• Partnership and development programs for minority-and women-owned suppliers; • Workforce initiatives to provide employment services, training and apprenticeships for people with disabilities, transitioning military and other underrepresented communities; • Social determinants of health, with a focus on increasing access to affordable housing, which is inextricably linked to health; • Access to healthcare, including expanding Project Health and other investments that address health disparities; and • Partnerships with civil rights and social justice organizations to support shared goals.

We are also using our industry leadership position to advocate for public policy that addresses the root causes of systemic inequities and barriers, including efforts to address socioeconomic status, education and access to healthcare. One recent example is our support for the FDA’s ban on menthol flavoring in tobacco. The targeting of Black/ African American communities through the use of flavored tobacco products has been well-documented.

Another example is our Abilities in Abundance program, which provides employment opportunities for people with physical, mental and emotional disabilities – a group of 61 million Americans who comprise the largest minority population in the nation. In 2020, our long-standing commitment in this area was recognized by the Department of Labor with its inaugural Excellence in Disability Inclusion award.

While we’re proud of our work in these areas, we will continue to push ourselves to do more and raise the bar even higher.

While diversity is the right thing to do, it is also a business imperative. What do you see as the impact of diversity on driving better business outcomes?

We see our culture of diversity, equity, justice, and inclusion as a strategic advantage, especially in a fiercely competitive globalized economy. CVS Health serves over 100 million people every year. For our company to have the greatest impact, it’s important to have a workforce that reflects not only our customers, but also the communities where they live. When an organization has people with diverse perspectives and approaches, ideas and innovation flourish. That positively impacts business performance and the bottom line. Companies that do not leverage the advantages of strategic diversity management will continue to struggle.

If you don’t understand that this work enables innovation and business performance by now, you’re already behind.

How engrained is diversity and inclusion in CVS Health’s culture and values?

The fundamental values of diversity, equity, justice, and inclusion are embedded in the CVS Health culture, where our differences and similarities are celebrated, and every person has an equal opportunity to contribute and advance their careers. Our 300,000 colleagues represent the communities we serve and bring unique ideas, experiences and skills that are VOLUME 44, NUMBER 3

necessary to fulfilling our purpose: to support individuals during every meaningful moment of health throughout their lifetime.

Ultimately, we want to continue to be recognized as an inclusive company that relies on different experiences and points of views to develop consumer-focused products, innovations and solutions.

How do you engage your employees in CVS Health’s diversity efforts?

Our company works hard to empower all of its employees and offers programs and initiatives that celebrate the differences among its colleagues in a variety of ways. This year, for example, we embarked on an initiative to bring required, conscious inclusion learning experiences to 100 percent of our colleagues.

This new program adds to the diversity-focused learning and development programs that we offer to both new hires and long-time employees throughout the year. These learning opportunities give colleagues the tools they need to meet and exceed their personal and professional goals.

We also support Colleague Resource Groups (CRGs) that give colleagues the opportunity to network, share or support a particular ethnicity, culture, or perspective, as well as partner with teams to add value to our business.

There are currently 15 CRGs with over 23,000 members and over 40 local chapters, including those founded by Latinos, Black/African Americans, Asian Americans, military veterans, caregivers, LGBTQ+ employees and, most recently, by colleagues with disabilities. We’ve also established an additional group, C.A.L.M. (Colleagues, Allies and Leaders for Mental WellBeing), launching in July. Our goal is to have 10 percent of our workforce participating in at least one CRG by 2025.

Another example of our strategy includes encouraging employees to champion supplier diversity. All across America, diverse and women-owned enterprises are fast growing segments of the economy. By referring, advocating for and tapping into this expanding supplier pool, CVS Health is able to build supply chain excellence, add distinctive goods, services and capabilities to our business offerings, and create a competitive advantage. At the same time, we’re creating jobs and increasing economic opportunities for the people and local businesses in the communities we serve. In 2020, our supplier diversity program supported 46,000 jobs and $2.3 billion in wages. At the same time, we have achieved over $3 billion in spending annually with diverse suppliers and have been a standing member of the Billion Dollar Roundtable, an organization that promotes excellence in supply-chain diversity.

Our strategic diversity management work is rich with employee engagement programs, and these are just a few examples.

Is it critical to have metrics in place to track the impact of CVS Health’s diversity and inclusion efforts?

Having metrics and sharing information about our Strategic Diversity Management (SDM) efforts are critical to fostering a culture

of diversity, inclusion and belonging, and we hold ourselves accountable to achieving our goals and regularly reporting on our progress.

These are also ways we can continue to foster a spirit of continuous improvement. As an example, this year we publicly published our first SDM Report – a reflection of the work CVS Health has done and will continue to do – to champion diversity, equity, inclusion and justice throughout our company and in the communities where we work and live.

To further enhance our transparency, we have reiterated the need for 100 percent of our colleagues to self-identify in terms of gender, race, ethnicity, disability and veteran status and are proud to publicly disclose our EEO-1 data for the first time. We also developed benchmarks to measure outcomes in diverse representation at all levels of the organization across senior leadership.

These initiatives are supported by our executive diversity council, 15 colleague resource groups (CRGs), and business unit Diversity Leadership teams, which continue to help the company effect meaningful improvement in our diversity performance.

How valuable has it been to have the commitment of CVS Health’s board and senior management in its diversity and inclusion efforts?

When a culture of diversity, inclusion and belonging starts with C-suite leaders, talent will be heard, rewarded, and retained. In other words, workplace culture starts with top leadership. HR is there to implement, support, and grow that culture, but diversity and inclusion must begin with top leadership. Fortunately, the CVS Health Executive Leadership Team and Board are committed to fostering an inclusive organization where a diverse workforce can thrive – a company where a diversity of thoughts, ideas and approaches is encouraged, and everyone shares in problem-solving. This produces greater engagement, more innovation and, ultimately, better business outcomes.

What would you tell young, diverse talent about the opportunities that exist to grow and lead in the industry?

I would tell them to look at healthcare as an exciting sector and as an upwardly mobile career track. The healthcare industry is keenly aware that diversity among staff, leadership and board members is important to improving patient outcomes and reducing health disparities. Leading companies like CVS Health are recruiting and developing junior employees from a variety of diverse backgrounds to become the next generation of leaders to better reflect the rapidly changing demographics of the country’s patient and consumer populations.

They are also working with diversity-focused executive search firms and professional associations to fill open positions.

The world is getting smaller as cultures intertwine and it’s now conceivable that a healthcare company can serve patients from any corner of the globe. For skilled and diverse talent, CVS Health offers a rich and rewarding career path.

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DIVERSITY & INCLUSION

Advocating for Equality An Interview with Carla Grant Pickens, Vice President, Global Chief Diversity & Inclusion Officer, IBM EDITORS’ NOTE As the Chief How do you define the role of Chief Diversity & Inclusion Officer for Diversity and Inclusion Officer and IBM, Carla Grant Pickens leads a how important is it for the role to global team dedicated to creating be engaged in business strategy? an inclusive culture and a workAs IBM’s Chief Diversity and force that reflects the world, while Inclusion Officer, I’m charged with responding to societal issues that carrying forward IBM’s rich heritage impact IBM employees and the in advocating for equality. At IBM, communities they live and work we take seriously our responsibility to in. During her 20+ year career ensure meaningful action. I lead the at IBM, she has held r oles in company’s global efforts to realize a HR Leadership, Talent Strategy workforce that reflects the world in Carla Grant Pickens and Pr ograms, and Executive which we live and work, where every Succession & Development across IBMer feels included and is supported the company, and has worked and lived in to thrive. I’m driving a modern-day agenda both the U.S. and Asia. She holds an IBM pat- focused on education, skills, and jobs to creent and the prolific title of “IBM Inventor” ate opportunity for diverse groups around the for Workforce Retention and Compensation world.

Analytics. Prior to IBM, she worked in conWill you provide an overview of IBM’s sulting at Oracle and Northrop Grumman. diversity and inclusion initiatives?

She sits on the boards of the Federal City At IBM, we are driving outcome-oriented, Council and Connected DMV and enjoys vol- rigorous diversity and inclusion actions focused unteering with youth in her area, most nota- on four strategic areas: bly as a Mentor and the Executive Champion • Advocacy that drives systemic change of the Carver High School P-TECH program which creates opportunity for diverse communities ; in Baltimore, Maryland. She earned a BS in • Allyship where we provide the traineconomics and an MS in human resources ing and support to help every IBMer be an from the University of Maryland. upstander through inclusive behaviors; • Employee experiences that champion COMPANY BRIEF IBM (ibm.com) is a lead- all diverse communities of IBMers and suping global hybrid cloud and AI, and busi- port every employee to thrive and bring their ness services provider. The company helps authentic selves to work; clients in more than 175 countries capital• Accountability that harnesses data ize on insights from their data, streamline transparency and AI to enable action and business processes, r educe costs and gain deliver outcomes for increased diversity repthe competitive edge in their industries. resentation and inclusion at every level of our Nearly 3,000 gover nment and corporate company. entities in critical infrastructure areas such How engrained is diversity and incluas financial services, telecommunications sion in IBM’s culture and values? and healthcare rely on IBM’s hybrid cloud Diversity and inclusion has been core to platfor m and Red Hat OpenShift to affect the company throughout our history and their digital transformations quickly, effi- remains so today. In 1911, the newly formed ciently and secur ely. IBM’s br eakthrough Computing-Tabulating-Recording Company, innovations in AI, quantum computing, later renamed IBM, included Black and female industry-specific cloud solutions and busi- employees from its founding. In 1935 IBM n e s s s e r v i c e s d e l i v e r o p e n a n d f l e x i b l e established “equal pay for equal work.” Less options to its clients. All of this is backed than 20 years later, IBM Chairman Thomas J.

by IBM’s commitment to trust, transpar- Watson wrote Policy Letter No. 4, the compaency, responsibility, inclusivity and service. ny’s first corporate equal opportunity policy, IBM has been named as a “Top 10 Working more than a decade before the U.S. Civil Rights Mother Best Company,” a “Top 10 Company Act. We’ve expanded our nondiscrimination for Dads,” and a “Top Place to Work for policy to include sexual orientation (1984), LGBTQ Employees” by the Human Rights gender identity and expression (2002), and Campaign, among others. genetics (2005).

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We’ve long recognized the value of diversity of thought, experience, background and identity. We believe that the outcome of fully igniting diversity and inclusion within our teams leads to greater innovation, agility, performance and engagement, and enables both greater business growth and positive societal impact.

IBM’s purpose is underpinned by a corporate culture driven to achieve growth for our clients, our company and ourselves. Fundamental to our transformation is empowering every IBMer to exemplify the behaviors that foster a culture of conscious inclusion where innovation can thrive and individuals progress. While IBM has a rich heritage in diversity and inclusion, we are still learning, growing and making progress.

How do you engage your employees in IBM’s diversity efforts?

IBM has over 300+ chapters of Business Resource Groups (BRGs) and as members of our BRGs, IBMers are using their passion for equality to co-create the future of diversity and inclusion at IBM. More than 50,000 IBMers are involved in our BRGs, where employees are free to share their personal experiences about being a racial or ethnic minority, part of the LGBT+ community, neuro-diverse or physically disabled, female or a veteran, among others.

We also host Executive Councils for global Women, LGBTQ+, People with Diverse Abilities, and in the U.S., for Blacks, Hispanics, Asian/Pacific Islanders, Native Americans, and Veterans. These councils are each sponsored by an IBM senior vice president and engage the executives from each community to help grow inclusion, enable development and advancement, support the attraction and retention of diverse talent, and serve the community. The councils have adopted an agile way of working with clear outcomes and self-directed work teams to advance IBM’s representation and culture of inclusion.

Core to the continuous evolution of IBM’s diversity strategy is the involvement of members of each diverse community. This has led IBM to many industry-leading innovations, such as extended same-sex partner benefits in 50 countries, expanded gender affirmation benefits in the U.S., Brazil and Canada, and in the U.S. increased paid parental bonding time up to 20 weeks for birth moms and 12 weeks for dads and adoptive parents.

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“This is a critical moment where we all must do better in our efforts around diversity, equity and inclusion. Employees are expecting their leaders to step up to shape a more inclusive, diverse and equitable workforce.”

Is it critical to have metrics in place to track the impact of IBM’s diversity and inclusion efforts?

At IBM, diversity is a business imperative, core to the company’s culture, supported by formalized goals and measurable progress.

Accountability is critical to fostering a diverse and inclusive company. Our senior executives are held accountable for improvement in the career progression and representation of each underrepresented minority group and women. Compensation for our C-suite and all IBM executives is calculated in part based on their organization’s progress in improving diversity for women and underrepresented minorities.

Our data is part of who we are, informs what we do, and supports us to scale cultural and behavioral transformation across IBM. At IBM, our data fuels a science-based model to help advance diversity, equity, and inclusion.

This includes multiple dimensions across our societal and business initiatives such as: • Recruitment pipeline development to maximize the flow of diverse individuals to IBM; • Communities and Business Resource Groups (BRGs) which elevate engagement and inspire the world; • Skills-based hiring to power IBM into the future; • Differentiated experiences affirming IBMers belong, are engaged, and are heard; • Mentorship and career development programs to increase diversity representation in management and executive roles across our company; • Transparency in IBM’s diversity mix and accountability in selection decisions; • Respect for the individual and appreciation of our differences and intersectionality; • Innovative technology enabling Equity and Equal Opportunity in IBM programs and practices.

While diversity is the right thing to do, you mention that it is also a business imperative. What do you see as the impact of diversity on driving better business outcomes?

Diversity and inclusion has long been part of our business model. It is our belief that D&I are key to our company’s success and will help propel innovation and expand access to opportunity. This will make IBM a better, stronger company. We are reminded VOLUME 44, NUMBER 3

in this moment that we need to go further.

Corporations have an opportunity to lead and inspire. This is a critical moment where we all must do better in our efforts around diversity, equity and inclusion. Employees are expecting their leaders to step up to shape a more inclusive, diverse and equitable workforce. We are at an inflection point to create a diverse and inclusive workforce that reflects the world in which we live.

How valuable is it to have the commitment of IBM’s board in its diversity and inclusion efforts?

Accountability is critical to fostering a diverse and inclusive company. In 2021, the IBM Board of Directors added a diversity modifier to the Company’s annual incentive program to reinforce senior management’s focus on improving a diverse representation of our workforce. IBM has pursued the highest standards of corporate responsibility for more than a century, and our Board of Directors is actively engaged in overseeing the Company’s diversity and inclusion efforts. Consistent with IBM’s legacy of welcoming and supporting a diverse and inclusive workforce, the Board of Directors has adopted a policy committing the company to publish a report annually assessing the company’s diversity, equity and inclusion efforts and programs. Further, in the spirit of enhanced transparency, we have committed to publish EEO-1 data in 2022 after the completion of the separation of our managed infrastructure services business.

What do you tell young, diverse talent about the opportunities that exist to grow and lead in the industry?

For more than five years, IBM has worked to create more equitable pathways for people to acquire tech skills to secure family-sustaining jobs. As we have created programs to support a “skills over degrees” approach, we have seen their potential for enabling corporations to address two key challenges of our time: closing economic divides that exist around the world based on race, antiquated class systems, prejudice and more; and bringing millions of women back into the global workforce in the wake of the COVID-19 pandemic. In 2020, we took key actions to make tech jobs more accessible through skill-building: 1. The requirement of a bachelor’s degree can unnecessarily limit the pool of available and diverse talent, which is why we have

eliminated this qualification from job postings where it is not necessary to perform the job.

Currently, approximately 50 percent of our U.S. job openings do not require a four-year degree. We are working to scale this approach globally.

2. The IBM Apprenticeship Program offers people from all backgrounds with pathways to technology jobs – receiving training as cybersecurity analysts, system administrators, digital designers, developers and more.

3. The IBM Skills Academy is a skills-oriented training program to empower students and faculty of various backgrounds with the skills needed to excel in today’s high-demand technologies. Upon successful course completion, faculty and students can receive badges in areas such as artificial intelligence, cybersecurity, blockchain, design and quantum computing.

4. In its 10th year, P-TECH is a public education reform model created by IBM that enables skills attainment and career readiness now reaching over 150,000 students in the pipeline in 266 schools globally. IBM is offering 1,000 paid internships for P-TECH students and graduates in the U.S. from now until December 31, 2021 – a 10x incremental increase.

5. IBM SkillsBuild is a free digital learning and career readiness program, readying people for in-demand entry level IT and non-IT roles in many industries.

6. In 2020, IBM joined 40 leading companies to create OneTen, an organization that will combine the power of these committed American companies to upskill, hire, and promote one million Black Americans over the next 10 years into family-sustaining jobs with opportunities for advancement.

In addition, in summer 2021, we launched the IBM Accelerate program. 1,000 diverse students will participate in IBM Accelerate, an eight-week live, free, interactive learning program to prepare early-year U.S. college students for careers in technology. They will gain skills in software development, consulting, marketing, design, hardware development and sales, as well as soft skills such as leadership and collaboration. To help ensure student success, each will be matched with an IBM mentor and earn a space at the front of the line to compete for coveted IBM apprenticeships.

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DIVERSITY & INCLUSION

Transparency, Accountability and Urgency An Interview with Carmen Fernandez, Senior Vice President & Chief People Officer, Marsh McLennan EDITORS’ NOTE Carmen Fernandez people at the center of every decision is responsible for Marsh McLennan’s to drive growth, both for our people people strategy and capabilities as individuals and our organization. to support its colleagues’ growth At Marsh McLennan, we have four and its businesses’ priorities. Prior global businesses – Marsh, Mercer, to her current role, she held posiGuy Carpenter and Oliver Wyman – tions within Marsh McLennan for that, together, represent 76,000 people 15 years, most recently Deputy exchanging ideas and advancing the CHRO, CHRO of Guy Carpenter, solutions that help our clients confront and HR leadership roles at Mercer, the challenges of our time in the areas including North America HR of risk, strategy and people. With our Leader, Global HR Leader for the breadth of services and global footCarmen Fernandez Career business and Chief of Staff print, it’s vital to our business strategy in the Office of the CEO. Before jointhat our people experience our culture ing Marsh McLennan, she worked in investment as inclusive and vibrant, our leaders as inspirbanking at Bank of America and Goldman ing, our workforce as a place to grow and learn, Sachs. She began her career as a consultant with and our value proposition as compelling and PricewaterhouseCoopers. Fernandez earned guided by trust. Our colleagues represent our a BA in economics cum laude from Wellesley culture, and we strive to show our clients that College and an MBA in finance from Columbia our firm is a place of boundless opportunity and University. dynamic ideas.

Will you pr ovide an overview of COMPANY BRIEF Marsh McLennan (mmc.com) Marsh McLennan’s diversity and inclusion is one of the world’s leading professional services strategy? firms in the areas of risk, strategy and people.

Our company is addressing inclusion and The Company’s 76,000 colleagues advise diversity with transparency, accountability clients in over 130 countries. With annual and urgency. We’ve made a commitment to revenue of $17 billion, Marsh McLennan helps leading the change, and we’re making good clients navigate an increasingly dynamic and progress. In the past year, we’ve welcomed complex environment through four market- Zing Shaw, our Chief Inclusion & Diversity leading businesses: Marsh pr ovides data- Officer, who will lead our efforts across the driven risk advisory services and insurance enterprise; set up a Race Advisory Council to solutions to commercial and consumer clients. provide direction, input and advice on the Guy Carpenter develops advanced risk, reinsur- Marsh McLennan race equality agenda; and ance and capital strategies that help clients launch trainings on unconscious bias and allygrow profitably and pursue emerging oppor- ship for all managers. We’ve also published tunities. Mercer delivers advice and technol- our first integrated ESG report which includes ogy-driven solutions that help organizations redefine the world of work, reshape retirement and investment outcomes, and unlock health and wellbeing for a changing workforce. Oliver Wyman serves as a critical strategic, economic and brand advisor to private sector and governmental clients.

more information about our workforce demographics and internal labor market movement.

These are among the key actions we’ve taken at the enterprise level, with additional activity across the four business lines and around the world.

Ultimately, our goal is to become the most inclusive and diverse organization in the industry, where everyone is at their best because they’re bringing their best selves to work each day.

How engrained is diversity and inclusion in Marsh McLennan’s culture and values?

This year, we’re celebrating our 150th Anniversary while reflecting on our history.

Internationally, we’ve seen remarkable growth over the past 30 years and nurtured talent across the globe. A diversity of backgrounds and perspectives has been essential to sustaining that growth. Over the past decade, we’ve spearheaded efforts to help diversify the industries in which we operate. We launched the first Insurance Diversity Roundtable more than ten years ago. More recently, we launched a groundbreaking report, The Journey of African American Insurance Professionals, with the National African American Insurance Association (NAAIA), to foster ongoing discussions while strengthening diversity in the industry. In March 2020, Mercer published their Let’s Get Real About Equality report building upon their seminal 2014 and 2016 research that helps guide organizations in successfully institutionalizing the policies, practices and programs required to ensure equality of opportunity, experience and pay.

“Our company is addressing inclusion and

diversity with transparency, accountability and

How do you define the role of Chief People Officer and how important is it for the role to be engaged in business strategy?

The role of the Chief People Officer has evolved tremendously over the last decade, with the last 18 months seeing some of the most impressive changes in terms of scope and scale. From strategic to operational, one of my primary goals in this role is to ensure we keep 62 LEADERS

urgency. We’ve made a commitment to leading the change, and we’re making good progress.”

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“With our breadth of services and global footprint, it’s vital to our business strategy that our people experience our culture as inclusive and vibrant, our leaders as inspiring, our workforce as a place to grow and learn, and our value proposition as compelling and guided by trust.”

We have also embraced inclusion and diversity as integral to our future. To celebrate our anniversary, we’re launching the RISE Fellowship Program, an innovative partnership between Marsh McLennan, Fisk University and the National Black MBA Association, which will provide Black MBA students with an enriching curriculum of practical business knowledge and social justice instruction. This will not only be an important way to recruit Black executive talent for our businesses and the industry, but will help to elevate Black voices within our organization and further develop our culture of inclusion. These efforts, together with “Leading the Change,” an initiative we launched in response to the devastating racial injustices brought into focus throughout the last year, are making diversity and inclusion even more central to our values than they have been in the past.

How do you engage your employees in Marsh McLennan’s diversity efforts?

We start with listening, education and advocacy. Last year, our senior leaders hosted a series of safe space conversations with our colleagues to understand their perspectives and experiences. We’ve also created additional advisory councils and colleague networks, like our Race Advisory Council, which helps ensure decisions taken by our senior leadership, particularly those that affect our people, benefit from diverse perspectives. For example, as a recommendation from our Race Advisory Council, we now recognize Juneteenth as a corporate holiday.

We also believe in the power of education and awareness. All of our colleagues are required to take unconscious bias and allyship

training. This is but one of many actions that are required to create the culture of inclusion we want at Marsh McLennan. Our extensive network of colleague resource groups plays a role in shaping local events throughout the year that provide more context for why we think moments like PRIDE, Juneteenth or Autism Awareness month are important.

We’re also conscious that we need to ensure the development opportunities, mentorship and sponsorship that research has proven to be a differentiating factor in career advancement are available to colleagues in underrepresented groups. This year, we’ve started piloting several talent programs that aim to serve that exact purpose.

Is it critical to have metrics in place to track the impact of Marsh McLennan’s diversity and inclusion efforts?

We believe taking a data driven approach is critical to our success. This includes understanding our workforce demographics, drivers for key workforce outcomes and evaluating pay equity on an annual basis. We’re fortunate to have access to in-house experts who counsel organizations on these issues. These advisors – along with our own workforce planning and analytics team – ensure we are well-grounded in both external and internal labor market dynamics. Without metrics, we can’t know how our strategy is working, what’s been successful and what isn’t adequately advancing the goals of inclusion and diversity within our organization. We’re tracking the results of our D&I initiatives and learning from them.

Another important element of this is transparency. We’re reporting on what we’re doing

“Ultimately, our goal is to become the most inclusive and diverse organization in the industry, where everyone is at their best because they’re bringing their best selves to work each day.”

and how our colleague population is changing.

This spring, we published diversity statistics meaningful to our business in our 2020 ESG Report, letting all of our stakeholders know how we’ve made progress and where we have room to grow.

How valuable has it been to have the commitment of Marsh McLennan’s senior management in its diversity and inclusion efforts?

Tone at the top matters a great deal, and our most senior leaders have been engaged from the get-go. It’s heartening to see how the highest tier of our leadership is reacting to the trainings we’re offering and how they are implementing inclusive leadership lessons in the management of their teams. There is a reason that we call our signature Inclusion and Diversity initiative, “Leading the Change.” We can’t make lasting progress without strong leaders who are willing to do the work and bring the change to life.

What do you tell diverse candidates about the opportunities to grow and lead in the industry?

English is my second language. In kindergarten, I spoke only Spanish and the world around me communicated in English. That experience shaped my views on inclusion.

Namely, I have a deep desire to understand people around me – recognize, learn from and celebrate differences – and make space for others. It also shaped my views on leadership. I subscribe to the notion of total leadership – your life story is your leadership story. Each person’s life experiences result in unique perspective, which when brought together, round out and broaden our vision.

If you take that as a baseline, leading with curiosity and allowing for possibility, you will be carrying with you the capacity required to grow. Across Marsh McLennan’s four businesses, we work within a wide spectrum of issues and across multiple industries. I tell candidates: It’s very likely we have a role that would benefit from your background and your unique perspective. If you’re interested in the future of work, people analytics and workforce strategies, stakeholder capitalism, climate change, building healthy societies, cybersecurity – our areas of focus provide the opportunity to deliver in an impactful way for our clients. It’s an incredible proposition – to work on the most important issues of our time.

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DIVERSITY & INCLUSION

“It Starts With You” An Interview with Trisch L. Smith, Global Chief Diversity, Equity and Inclusion Officer, Edelman EDITORS’ NOTE Trisch Smith serves leaders globally. Smith earned a bachas Edelman’s first Global Chief elor’s degree in communications from Diversity, Equity and Inclusion Morgan State University in Baltimore Officer. In this role, she strives to and a master’s degree in broadcast drive diversity and foster inclusion journalism from the University of to ensure development of innovaMaryland, College Park. tive solutions that reach and resonate with clients’ key audiences and FIRM BRIEF Edelman (edelman.com) achieve business success. During is a global communications firm that her 20-year tenure with Edelman, partners with businesses and organiSmith has managed stakeholder zations to evolve, promote and protect outreach, reputation management, their brands and reputations. Its 6,000 Trisch L. Smith community engagement and pubpeople in more than 60 offices deliver lic affairs campaigns for Fortune communications strategies that give its 500 corporations, nonprofits and associations, clients the confidence to lead and act with cerincluding Chevron, Toyota, Starbucks, Girl tainty, earning the trust of their stakeholdScouts of the USA and Walmart, among oth- ers. Its honors include the Cannes Lions Grand ers. She has also led the firm’s award-winning Prix for PR; Advertising Age’s 2019 A-List; the multicultural client services offering. Smith sits Holmes Report’s 2018 Global Digital Agency of on the Board of Directors of Color Comm: the Year; and, five times, Glassdoor’s Best Places Women of Color in Communications, the Public to Work. Since its founding in 1952, Edelman Relations Council and the Board of Advocates has remained an independent, family-run of the Women’s National Basketball Players business. Edelman owns specialty companies Association, and has served on the boards of the Edelman Intelligence (research) and United National Black Child Development Institute and Entertainment Group (entertainment, sports, Mentoring USA. She has received several awards, lifestyle). including being featured as one of the “Top 100 Most Influential Blacks in Corporate America” How do you define the role of Chief Diversity and one of the “Most Influential Women in Officer and how important is it for the role Corporate America” in Savoy Magazine. In 2019, to be engaged in business strategy? she received the inaugural Adweek/ADCOLOR The Chief Diversity Officer is an organiChampions award for diversity and inclusion. zation’s executive-level diversity and inclusion In December 2018, she was named a Woman strategist. They are people connectors, culture of Excellence and P&L Executive of the Year by shifters, change makers and organizational the National Association of Female Executives. builders. This role oversees company-wide In March 2017, she was awarded the Spectrum diversity, equity and inclusion efforts to curate a Circle Award for Innovation in Media. In 2016, work culture where all employees are welshe was recognized in the Financial Times as one comed, treated equitably, feel safe and can of the “Upstanding 100” for top diverse executive thrive in their work environments.

Diversity, Equity, & Inclusion (DEI) is a business imperative and key to any business strategy. As such, Chief Diversity Officers are critical members of the leadership team, particularly when organizations are working to grow or evolve their business, enter new markets, effectively leverage talent, or re-engage key internal and external stakeholders.

For many organizations, establishing the DEI leadership position has become a quick band-aid solution for DEI issues. However, it is not the only answer. There are real systemic challenges that require overhaul to drive change.

Additionally, the DEI leader cannot be successful unless the CEO and C-suite leadership – in most cases, white men – are committed to real progress, considers the experiences of diverse employees, and works to dismantle bias at all levels. Everyone from the top-down has to be committed to and be held accountable for transforming the organization and shifting culture.

Will you pr ovide an overview of Edelman’s diversity and inclusion strategy?

Our DEI strategy focuses on our colleagues, our clients and our communities. It is divided into five pillars: Employee Growth & Development, Education & Awareness, Thought Leadership, Strategic Partnerships, and Business Impact. At Edelman, we are committed to maintaining an open and welcoming workplace that fosters collaboration, drives diverse thinking among our employees and partners, and creates a culture that respects, embraces and celebrates DEI every day.

By maximizing and leveraging the perspectives of our diverse workforce, we can create a dynamic and vibrant environment and ensure that Edelman is a place where every person can thrive. We can also provide more innovative

“At Edelman, we are in relentless pursuit of an equitable, impactful, respectful and culturally-curious workplace that drives innovative thinking, cultivates diverse ideas, and promotes true collaboration among our colleagues and our partners.”

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“To drive change, everyone must take on ownership and be held accountable. When we counsel clients and each other, we often say ‘it starts with you.’ Everyone at all levels in the organization has to be committed to being the change they want to see.” and creative solutions that reach and resonate with our clients’ diverse audiences. The world is changing rapidly, and our DEI work will continue to evolve and accelerate to meet our employees’ and clients’ needs.

How engrained is diversity and inclusion in Edelman’s culture and values?

At Edelman, we are in relentless pursuit of an equitable, impactful, respectful and culturally-curious workplace that drives innovative thinking, cultivates diverse ideas, and promotes true collaboration among our colleagues and our partners. Each day and on each project, our goal is to ensure that our colleagues bring all of who they are to our firm – shaping cultural moments and movements at Edelman, with our clients and for society.

Does having a diverse and inclusive workforce lead to better business performance?

Absolutely. Diversity efforts are often most effective when approached as a key component to a company’s business strategy. DEI should be addressed with the same priority and urgency as other critical business objectives, including investments in resourcing, expertise and full-time leadership in order to be the most impactful. Last year, leveraging our Edelman Trust Barometer, we conducted a survey to glean insights about people’s thoughts on systemic racism and other DEI issues and we found that now, more than ever, consumers and employees are holding companies accountable for their actions. Twothirds of consumers globally now self-identify as belief-driven buyers. They are exercising brand democracy, supporting those products that stand with them on important issues. Four in ten workers would avoid employers that fail to take a stand against racism.

Young adults, age 18-34, specifically call out choosing or selecting an employer based on workplace diversity and public activism for racial justice. In addition, 77 percent of the U.S. population says it is deeply important that companies respond to racial injustice to earn or keep their trust. This is even higher for people of color.

How do you engage your employees in Edelman’s diversity efforts?

As an industry leader and advisor to the world’s largest organizations, we believe that we have a fundamental responsibility to join the discussion and help in driving solutions when it comes to advancing DEI. The last year has underscored the need for cultural awareness and understanding in the workplace, in communications and in outreach efforts.

In June 2020, we created a Social and Racial Justice Task Force to expand the efforts of our U.S. Multicultural practice to authentically and strategically inform our clients’ DEI and racial justice commitments and communications. This work is a driver in integrating multicultural perspectives into all the work we do for our clients at all times – not just in crisis moments.

In addition, our Employee Networks act as a powerful tool to promote DEI across our organization. Each Edelman Employee Network helps to build internal community within the larger global Edelman network and provides a place and space where employees share, learn and grow. Through our networks, employees actively recognize and celebrate their rich and vibrant cultures, perspectives and contributions, and groups come together during key milestone and heritage months.

The groups have helped our employees stay

connected and support each other as we all navigate through the COVID-19 pandemic and continued acts of systemic racism. This past year, we’ve held conversations with several employee groups in the wake of events, including the Georgia spa shootings, the Dereck Chauvin verdict and other moments.

Additionally, the groups help to inform our client work and serve as a resource and valued partner to client teams.

Is it critical to have metrics in place to track the impact of Edelman’s diversity and inclusion efforts?

When you approach diversity, equity and inclusion as a business imperative, like any other business strategy, people will get engaged once they see the impact it can make on your work and business success. This work has to be a business priority with clear goals. We’ve made a commitment to more inclusive hiring practices, mandatory trainings around inclusive leadership and unconscious bias, expansions of our employee networks, among other things, to improve the overall employee experience. One meaningful change is for companies to embed DEI KPIs in performance reviews – measure it and reward progress.

How valuable has it been to have the commitment of Edelman’s management team in its diversity and inclusion efforts?

It is absolutely essential. We would not be able to set meaningful goals and create innovative programming and initiatives without the support of senior leadership. To drive change, everyone must take on ownership and be held accountable.

When we counsel clients and each other, we often say “it starts with you.” Everyone at all levels in the organization has to be committed to being the change they want to see.

•

“Last year, leveraging our Edelman Trust Barometer, we conducted a survey to glean insights about people’s thoughts on systemic racism and other DEI issues and we found that now, more than ever, consumers and employees are holding companies accountable for their actions.”

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| WWW. FINDLAYGALLERIES. COM VIEW 165 WOUR O RT HGALLERY AV E N U E , ONLINE PA L M B E A| CWWW H , F L O.RFINDLAYGALLERIES I D A 33480 • (561) 655 2090. COM VIEW OUR GALLERY ONLINE

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Copyright © 2021, Findlay Galleries, All rights reserved.

Georges Braque (1882 - 1963) Vase de feuilles | 1942 Georges Braque (1882 - 1963) oil and gouache over pencil on paper Vase de feuilles | 1942 laid on canvas | 18 3/4 x 25 1/8 in. oil and gouache over pencil on paper laid on canvas | 18 3/4 x 25 1/8 in.

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Three Centuries in in Art Three Centuries Art As an art dealer to individuals, institutions, and As an art dealer to individuals, institutions, and corporate collectors alike, Findlay Galleries identifies corporate collectors alike, Findlay Galleries identifies and supports artists with extraordinary ability in their and supports artists with extraordinary ability in their respective mediums. The mission of Findlay Galleries respective mediums. The mission of Findlay Galleries is to promote and provide quality works by great artistic is to promote and provide quality works by great artistic talents. We achieve this act by practicing the highest talents. We achieve this act by practicing the highest standards in our relationships with both the artist and standards in our relationships with both the artist and the collector. It is our firm belief that both good taste and the collector. It is our firm belief that both good taste and uncompromising credibility are priceless commodities. uncompromising credibility are priceless commodities.

The photo on the left displays five paintings by various Theincluded photo on displays fiCollection ve paintings by various artists in the our left Connoisseur currently artistsinincluded in our Collection currently on view our Salon, oneConnoisseur of our ten gallery spaces in on view in our Salon, one of our ten gallery spaces Palm Beach. The artists in this group are among the most in Palm Beach. in this are among the most important names The fromartists late-19th andgroup early-20th-century. important names from late-19th andImpressionism, early-20th-century.

Encompassing movements such as Encompassing movements Modernism, Fauvism, and Cubism.such as Impressionism, Modernism, Fauvism, and Cubism.

Visit Findlay Galleries, Palm Beach, to view this Visit Findlay Galleries, Palm Beach, to view this collection and explore our gallery spaces and renowned collection and explore our gallery spaces and renowned contemporary artists exhibitions.

Please contact the contemporary artists exhibitions.

Please contact gallery for more information or to schedule a private the gallery for more information or to schedule a private viewing. viewing.

James R. Borynack,

Chairman James&R.CEO Borynack,

Chairman & CEO

Henri Matisse (1869 - 1954) Henriette sur les roches a Henri Matisse (1869 - 1954) Antibes | 1922 Henriette sur les roches a oil on canvas | 15 x 18 1/8 in.

Antibes | 1922 oil on canvas | 15 x 18 1/8 in.

Childe Hassam (1859 - 1935) Bridge at Posillipo, Naples Childe Hassam (1859 - 1935) 1897 | oil on canvas Bridge at Posillipo, Naples 25 x 30 in.

1897 | oil on canvas 25 x 30 in.

Maurice Utrillo (1883 - 1955) Chateau de Beptenoud, Neige Maurice Utrillo (1883 - 1955) 1928 | gouache on paper mounted Chateau de Beptenoud, Neige on board | 11 x 14 1/2 in.

1928 | gouache on paper mounted on board | 11 x 14 1/2 in.

Maurice Prendergast (1859 - 1924) Folly Cove, Gloucester | 1915 Maurice Prendergast (1859 - 1924) watercolor, pastel, pencil and oil Folly Cove, Gloucester | 1915 on paper | 13 3/4 x 19 3/4 in. watercolor, pastel, pencil and oil on paper | 13 3/4 x 19 3/4 in.

DIVERSITY & INCLUSION

Representation and Inspiration An Interview with Katherine Richardson, Executive Vice President, Chief Human Resources Officer, PURE Group of Insurance Companies EDITORS’ NOTE Katherine Strength Rating of “A+ (Excellent)” Richardson is responsible for develfrom A.M. Best Company, Inc. Today, oping core people strategies to build PURE’s membership includes more upon PURE’s workplace culture. She than 100,000 families from across joined PURE in 2017 with extensive the U.S. experience as a senior HR leader in the insurance industry, leadHow do you describe PURE’s culing companies through times of ture and how critical is it to the extraordinary growth and change. success of the company?

She is passionate about workplace PURE is a purpose-driven, princulture and creating an environciples-led company. Empathy, teamment where employees can be sucwork and intellectual curiosity are Katherine Richardson cessful and engaged. Richardson is among our core values. By focusing a graduate of Texas A&M University our talent recruitment not only on with a degree in business and history. technical expertise but also on the qualities that enhance our culture, it is our hope that we are COMPANY BRIEF Privilege Underwriters Inc. continuously creating an environment where (PUI), a member of the Tokio Marine Group of our employees find a sense of belonging and Companies, was founded in 2006 and is the hold- fulfillment in their work. PURE’s culture is critiing company for the PURE Group and related cal to our success and we proactively aim to entities. PUI and its subsidiaries provide capital sup- maintain and enhance it for our employees. port and operational services to the policyholderWill you provide an overview of PURE’s owned entity, PURE (pureinsurance.com). PURE diversity and inclusion strategy, offering is dedicated to creating an exceptional expe- some background on your focus and comrience for responsible high-net worth families, mitment to building a diverse and inclusive providing customizable coverage for high-value workforce and how this supports better homes, automobiles, jewelry, art, personal lia- business outcomes? bility, watercraft, flood, fraud and cyber fraud.

We work hard to create a workplace enviIn return for a fee, PURE Risk Management ronment where everyone feels welcome, safe LLC, a wholly-owned subsidiary of PUI, serves and supported and where all employees have as Attorney-in-Fact for PURE. The PURE Group’s an equitable chance to learn, develop and suclow cost of capital, careful member selection ceed. To garner broad commitment across the and proactive risk management all contrib- organization, especially on a journey that would ute to highly-competitive rates and a Financial involve change and likely be uncomfortable at

times, we knew we had to start with the why.

Why do we care about equity and full inclusion?

For us, it wasn’t to meet changing regulatory or compliance requirements. It was because it’s the right thing to do, and we are better for it. Getting more voices activated and engaged brings in new ways of thinking, drives innovation, strengthens decision-making and improves outcomes.

We developed our DEI priorities after an honest introspection, forcing a humbling look at the places where our aspirations of full inclusion were falling short of our reality. We asked ourselves, “Is PURE a place where talented people would want to work?” That reflection led us to build our enduring DEI framework. Our workforce should be at least as diverse as our communities, and the diversity of our leadership team should serve as a highly-visible expression of our commitment. We call this “representation and inspiration.”

Here’s an example: While our workforce is split nearly evenly between men and women, we noticed several years ago that leadership positions were male-dominated. Following this realization, we started the Women’s Leadership Council to create programs that identify, develop and advocate for high-potential women. We now have three times more women in senior leadership roles than we did five years ago.

Our other priorities center around inclusion and belonging; equitable treatment in compensation and access to opportunity; and a commitment to community, including our responsibility to be of service in advancing a more equitable society.

“We work hard to create a workplace environment where everyone feels welcome, safe and supported and where all employees have an equitable chance to learn, develop and succeed.”

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“Connection and inclusion are key. With support from management, employees have created 10 Employee Resource Groups (ERGs). These groups are led by employees at all levels and across all functions and, most importantly, they create a sense of connection through shared identity and ideas.”

How valuable has it been to have the commitment of PURE’s management team in its diversity and inclusion efforts?

Visible, authentic commitment from the highest level of management is critical to real advancement and finding a brave voice on these complicated issues is hard. We each see the world through the lens of our own experience, and the sense of urgency to advance change is not felt in the same way across every person. So, our executive team, most visibly our CEO, has been very intentional to find a compassionate yet insistent tone. There are some that might see discussions of equitable treatment or social justice as personal issues, not appropriate for the workplace. Others might worry that advancing full inclusion means less opportunity for them.

We’ve worked with our executive leadership team and managers to help them feel confident in explaining that our definition of success has not changed; DEI efforts strive to remove barriers and level the playing field so everyone can enjoy equitable access to development and career opportunities. We touch on topics of DEI frequently at our company-wide town halls, and our executive team reviews progress against our priorities regularly. We’ve modified our manager training program to include role plays on these sensitive issues.

How do you foster DEI? Connection and inclusion are key. With support from management, employees have created 10 Employee Resource Groups (ERGs).

These groups are led by employees at all levels and across all functions and, most importantly, they create a sense of connection through shared identity and ideas. ERGs are a safe space for conversation and they also provide feedback to management that we might not otherwise hear. Some of our ERGs include The BERG (The Black Employee Resource Group), PURO Orgullo (or PURE Proud) and PURE+ (for the LGBTQ+ community and its allies), as well as groups for parenting, personal wellness and environmental sustainability.

Diversity won’t have an impact without inclusion. We want employees to feel passionate about their jobs, committed to our purpose and willing to invest discretionary effort into their work. We believe that people can only perform to their full potential in an environment where they feel safe, where they are treated fairly and where they are heard and respected. Building inclusive teams and inclusive leaders is a skill that can be learned. To that end, in Fall 2020, all PURE managers and executives participated in a multipronged program to understand the fundamentals of leading an inclusive team. The program’s premise is that inclusion requires mindful intention – if you are not actively including, then you are likely accidentally excluding. It takes time and practice to make inclusion a priority, so to keep the dialog going after the sessions we launched Accountability Pods where pairs meet on an ongoing basis to share their progress, lean on each other for counsel and hold each other accountable.

What is next as you look to build on these efforts?

Building smarter, more inclusive teams starts with leadership but must also include individual contributors. To close the loop on fostering inclusion, we are bringing the multipronged inclusion program we hosted for our executive team and people managers to our individual contributors so they have the language to hold our leaders accountable when our reality falls short of our aspirations in finding common ground, lifting people up or creating clarity. We are also preparing to launch the sequel to the inclusion program for our executive team and people managers. It will focus on mitigating bias and identifying the precarious places it can appear, such as internal mobility, access to learning and development opportunities, and talent acquisition.

We know that activating more voices will fuel broader engagement, enhance decisionmaking and drive innovation, so we will continue to measure the impact of our inclusion and bias programs by monitoring our mid-year and annual reviews and our annual Gallup Employee Engagement Survey results. These are just a few of the tools we’ll use to ensure PURE is closing the inclusion loop by cultivating a sense of belonging for all of our employees, regardless of seniority. We don’t have all the answers, but we are committed to continue learning and sharing our insights along the way.

•

“We want employees to feel passionate about their jobs, committed to our purpose and willing to invest discretionary effort into their work. We believe that people can only perform to their full potential in an environment where they feel safe, where they are treated fairly and where they are heard and respected.”

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DIVERSITY & INCLUSION

Creating Financial Security An Interview with Allison Green Johnson, Senior Vice President, Chief Diversity Officer, and Head of Culture and Engagement, Lincoln Financial Group EDITORS’ NOTE In her current role, help address their lifestyle, savings and Allison Green Johnson is responsiincome goals, and guard against longble for diversity and inclusion stratterm care expenses. Headquartered egy and implementation, as well as in Radnor, Pennsylvania, Lincoln leadership of employee engagement Financial Group is the marketing name initiatives helping shape company for Lincoln National Corporation and culture. Throughout her career, she its affiliates. The company had $311 has held business operations, manbillion in end-of-period account valagement consulting, or ganizaues as of March 31, 2021. Lincoln tional development and design, Financial Group is a committed corpotalent management, and diverrate citizen included on major sustainsity leadership positions of ability indices including the Dow Jones Allison Green Johnson increasing responsibility at wellSustainability Index North America and known companies, including Wyeth FTSE4Good. Dedicated to diversity and Pharmaceuticals, Vanguard, The Hay Group inclusion, the company earned perfect 100 perand State Farm. She has been frequently hon- cent scores on the Corporate Equality Index and ored as a leader in diversity, both internally the Disability Equality Index, and ranks among and externally, through various media out- Forbes’ Best Large Employers and Best Employers lets. She is currently involved with several Chief for Women, and Newsweek’s Most Responsible Diversity Officer roundtables and is a member of Companies. the World 50 Inclusion & Diversity Impact community, the i4cp Diversity Board of Directors, How do you describe Lincoln Financial and the Board Development Committee for Girl Group’s culture and how critical is culture Scouts of Eastern Pennsylvania. She has been to the success of the company? involved as a leader, volunteer, mentor, memA company’s culture is crucial to the sucber or contributor to community organiza- cess of a company, especially now that tions nationally and in the Philadelphia region. the way we work and where we work has She earned her BA degree in psychology from completely transformed compared to just 15 Spelman College and her MA in counseling psy- months ago. Current employees, as well as chology from Howard University. prospective employees, have more employment choices than ever before and they COMPANY BRIEF Lincoln Financial Group have easy online access to stats and inside (lincolnfinancial.com) provides advice and solu- information about what it’s really like to work tions that help people take charge of their financial in a given organization. lives with confidence and optimism. Today, more Lincoln’s amazing culture is one of the key than 17 million customers trust its retirement, reasons I joined the organization 11 years ago, insurance and wealth protection expertise to and I hear this same reason again and again

across our organization. Our engagement scores are extraordinarily high, but that doesn’t mean we get to rest on our laurels. We’re constantly listening, learning, growing and evolving. If I could describe the “secret sauce” to Lincoln’s unique culture, I’d say we’re optimistic about the future, we know that trusted and collaborative relationships are important to achieving results, and we focus very deliberately and strategically on inclusion as a key driver to innovation. Our company’s namesake and our country’s 16th president, Abraham Lincoln, stood for integrity and I see us live that every day. No matter where you sit in the organization, we step up, we take responsibility and we do the right thing – for our customers, for our employees, for our shareholders and for our communities.

Will you pr ovide an overview of Lincoln Financial Group’s diversity and inclusion strategy?

At Lincoln, our diversity and inclusion mission is to create and sustain a culture where multiple perspectives, varied skill sets, creative insights, diverse backgrounds and abilities are valued and drive superior results. We work to deliver on this mission through a three-prong strategy where we aim to: • Attract, develop, and retain the best and brightest talent, and drive increased innovation, creativity, and employee engagement in our workplace.

• Enhance, expand and create new relationships and grow our business in the marketplace.

• Position Lincoln Financial as a best place to work and a provider of choice in the community.

“At Lincoln, our diversity and inclusion mission is to create and sustain a culture where multiple perspectives, varied skill sets, creative insights, diverse backgrounds and abilities are valued and drive superior results.”

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“If I could describe the ‘secret sauce’ to Lincoln’s unique culture, I’d say we’re optimistic about the future, we know that trusted and collaborative relationships are important to achieving results, and we focus very deliberately and strategically on inclusion as a key driver to innovation.”

How engrained is diversity and inclusion in Lincoln Financial Group’s culture and values?

Diversity and inclusion is an intrinsic part of the Lincoln culture – it is even one of our Leadership Expectations. We encourage all employees to leverage the resources we provide to educate themselves on various diversity topics, adopt inclusive behaviors, be an upstander for interactions that have gone off course, mitigate one’s unconscious bias and remain open-minded.

While diversity is the right thing to do, it is also a business imperative. What do you see as the impact of diversity on driving better business outcomes?

At Lincoln Financial Group, we believe diversity of thought, background, experience and people drive innovation, support our growth objectives and produce results that differentiate Lincoln in today’s marketplace. Diversity and inclusion is fundamental and essential to our ability to deliver on our promise to help customers secure their financial futures. An example of this is that we are noticing investors and customers are keeping an eye on Environmental, Social and Corporate Governance (ESG) when it comes to the companies they invest in and support.

Diversity is playing an increasing role in how these groups assess “Social” within ESG. As clients, customers, and even employment candidates become more diverse, they seek a diverse culture and want to work with diverse groups of people; therefore, they seek out companies that actively and openly champion diversity as a value and business principle.

How important is it for the diversity of Lincoln Financial Group’s workforce to mirror the diversity of the clients and communities it serves?

While it is extremely important for our workforce to mirror the diversity of the clients and communities we serve, we find that the ability to be relevant to all markets is important as well. Ideally, at Lincoln we want our workforce demographic to mirror the diverse demographics across this country.

We strive to ensure that we as a company, a business and an employer understand and reflect the various cultures of this country in all that we do.

How valuable is it to have the commitment of Lincoln Financial Group’s C-suite and senior management in its diversity and inclusion efforts?

The commitment of our C-suite and senior management has been instrumental to our efforts. In September 2020, we shared our racial justice action plan to amplify our ongoing commitment to diversity and inclusion and drive meaningful, measurable change.

The plans were developed by a short-term board of directors committee, senior management, and our diversity and inclusion team along with input from our 11,000+ employees who have shared feedback and ideas through a variety of town halls, surveys and discussion forums on race. This plan is designed to ensure long-term, sustained action that supports racial equity and focuses on Lincoln’s business and talent practices, leadership compensation, and support for our communities. The commitment from our C-suite and

senior management was invaluable in this effort to ensure it was understood, embraced and accountability measures aligned to our desired outcomes.

What do you tell young, diverse talent about the opportunities that exist to grow and lead at Lincoln Financial Group?

I always lead with Lincoln’s Purpose – to help Americans create financial security.

Everything we do is focused on one common goal – helping people. Above all, we are looking for talent that can identify with that Purpose on a personal level – envision and communicate how you, through your work, can help to advance that Purpose.

In recent years, opportunities to move up to and through senior leadership as a minority in the insurance industry has been a focus of several demographic studies and research efforts. To continue to be a leader in this industry, and to be competitive, we are learning from these studies and incorporating recommended practices in recruiting, talent development and retention to accelerate the pace of change for increasing diversity in our workplace.

Since announcing our racial justice action plan, we have added dedicated, diversityfocused recruiters and have begun broadening our reach and talent pipeline by elevating established partnerships with Historically Black Colleges and Universities and identifying new diverse channels and community partners.

Additionally, we have launched several new development practices, programs and events aimed at increasing and supporting minority leadership within our organization.

•

“Ideally, at Lincoln we want our workforce demographic to mirror the diverse demographics across this country. We strive to ensure that we as a company, a business and an employer understand and reflect the various cultures of this country in all that we do.”

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DIVERSITY & INCLUSION

The Path Forward

By Melique Jones, Director of Talent Pipeline and Diversity, Equity & Inclusion, Skadden, Arps, Slate, Meagher & Flom LLP EDITORS’ NOTE As the Director of highly respected law firms. Skadden Talent Pipeline and Diversity, Equity has 22 offices, approximately 1,700 & Inclusion (DEI) at Skadden, attorneys and more than 50 distinct Melique Jones works alongside areas of practice. The firm’s clients Skadden’s leadership to set stratinclude approximately 50 percent of egy and measures for increasing Fortune 250 industrial and service diversity in the firm’s attorney talcorporations, as well as financial and ent pipeline, and in implementing governmental entities, startup compaleadership and talent development nies and nonprofits. best practices to foster inclusion, belonging and systemic equity. She Employers had no playbook for the also works with partners to leverchallenges they faced in engaging and Melique Jones age fir mwide DEI strategy and supporting their personnel over the resources in support of client relapast year. Proven methods fell short tionship development, while also supporting the under the weight of novel disruption brought administration of the firm’s counsel program. on by the global health crisis and its afterPrior to beginning her career in DEI and tal- shocks, and soon after, the callout of structural ent development in 2006 and assuming lead- social injustice and racism. While organizaership of the firm’s DEI department in 2011, tions with an established diversity, equity and she spent more than six years as a marketing inclusion (DEI) infrastructure and commitment and communications professional at Skadden. were better primed than those without to naviBefore joining Skadden, Jones worked for a gate unfamiliar terrain and nuanced, deeply decade in communications and media, primar- emotional issues, few, if any, started the journey ily at Dow Jones & Company, including with The with the benefit of a prepackaged plan for Wall Street Journal. She is a member of Brooklyn meeting the demands and concerns of teams, Law School’s Women’s Leadership Network, and individual contributors, leaders, clients formerly a member of the New York City Bar and customers.

Association’s Committee to Enhance Diversity Leaders in particular had to dig deep to in the Profession. Jones earned a BA in jour- meaningfully support their people and their nalism from New York University and a JD from work lives and well-being, while maintainBrooklyn Law School. ing their own sense of equilibrium. As we emerge from what hopefully was the worst of FIRM BRIEF Founded in 1948, Skadden, the COVID-19 pandemic and take stock more Arps, Slate, Meagher & Flom LLP and affili- than a year after the murder of George Floyd, ates (skadden.com) is one of the world’s most it is useful to center our learnings over the past

12-18 months as we double down to meaningfully advance DEI and well-being in our workplaces and society.

Employee well-being and equitable, fair, inclusive work environments are inextricably linked. Physical and psychological safety were front and center in coping with the pandemic and in addressing urgent calls for racial equity. The isolation of quarantine that was necessary to physically protect and save lives emotionally destabilized many people at the same time they were asked to step up productivity at work. We relied on technology for business continuity and to eliminate geographic boundaries to keep us connected, but the prolonged absence of in-person workplace connections loosened the glue that bonds work teams and their sense of shared purpose. On the other hand, physical distance from workplace cultures in which microaggressions and unconscious biases may have gone unchecked pre-COVID provided welcome psychological reprieve and headspace for some employees in underrepresented racial, cultural and other marginalized groups.

As employees reenter in-office or hybrid work arrangements, prioritizing equity and inclusiveness is more essential than ever. There will be excitement as our teams come back together, but also apprehension and stress for many. Talking to employees; creating safe, credible outlets for them to deliver honest, actionable input on team culture; rewarding allyship; and examining processes for communication, mentoring, engagement and work opportunities will ensure that the “new normal” maximizes the benefits of working side by side.

“Employee well-being and equitable, fair, inclusive work environments are inextricably linked. Physical and psychological safety were front and center in coping with the pandemic and in addressing urgent calls for racial equity.”

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“Strides in gender equity are tenuous. While the advancement of female professionals has seen noticeable progress, further progress is far from certain in the wake of the pandemic’s disproportionate impact on women in the workplace, particularly women caregivers, as has been well-researched and documented.”

Wo r k p l a c e c o n v e r s a t i o n s a b o u t race and culture are hard but necessary for progress on equity. In many organizations, efforts around inclusion and belonging have been purposely expansive, driving attention to varying dimensions of diversity, or focusing largely on gender. Either approach reflects a strategic and cultural priority that considers the profile and opportunities associated with key stakeholders, including talent, recruits, clients and customers, and either approach should be framed by intersectionality in order to be impactful. In this process, organizations have been able to sidestep fraught but necessary conversations about the impact of centuries of racial inequality and inequity in societies around the world. Before May 25, 2020, talking openly in the workplace about race and privilege was viewed as pushing the envelope in many settings. Since then, it still is, but there is a wider understanding that addressing these topics is necessary.

While leaning into the conversations may be reflexive, leaders must thoughtfully consider, prepare and present implementation plans for meaningful discussions and learning opportunities. Senior leadership buy-in is the foundation to setting a tone of acceptance and safety so that colleagues of all backgrounds are encouraged to participate and feel supported and heard without judgment. Curricula and speaker selection must include input from internal subject matter experts, such as DEI or human capital professionals and committees, as well as a generationally diverse group of colleagues whose

perspectives enrich the dialogue and solutioning. The resulting cross-cultural learning, willingness to hear from one another, awareness of the history that led to this moment in the movement for civil rights, and common language for discussing these topics will be worth the effort, including with respect to hiring, retention, leadership effectiveness and morale.

Strides in gender equity are tenuous. While the advancement of female professionals has seen noticeable progress, further progress is far from certain in the wake of the pandemic’s disproportionate impact on women in the workplace, particularly women caregivers, as has been well-researched and documented. Strategies and goals to accelerate progress in achieving gender-balanced leadership teams and economic parity must factor in the experience of all women – across race, family composition, sexual orientation, socioeconomic status, disability and age, among other considerations.

Opportunity-creation structures and processes benefit from reexamination.

The deleterious effects on society of racial, gender and other forms of bias include structural barriers limiting access to education, pay equity, opportunity creation, safety and social mobility, among other privileges. As we see with larger societal structures, workplaces have been called upon to reexamine the underpinnings of how we function, particularly with respect to our talent development processes. These conversations were already taking place prior to 2020 and many firms

were investing as much, if not more, in “debiasing” their systems as they were in helping leaders and individual contributors identify and interrupt their personal unconscious biases. Calls to “do better” in the past 18 months underscored the benefits of increased transparency around the systems that drive decisions in recruiting, work allocation, progression and business opportunities.

The systems around equitable talent development must include quantitative rigor so that hard data and analytics are used to assess problems, solutions and progress. Additionally, incorporating qualitative data from employees, particularly employee resource groups and affinity networks, into the redesign of talent systems is a vital part of the process.

Leaders can use specificity and accountability to chart where we go from here. The path forward requires resolve, courage and optimism. Leaders should implement actions to increase or leverage diversity and to sustain equitable and inclusive workplace practices with tangible goals in mind, supported by solid strategy. Measuring progress will be impossible if firms do not define what that means for them with some degree of specificity. Leaders should recognize and address wins and challenges alike so that values around DEI are truly part of organizational culture. Ultimately, the mission is to build trust, empathy and authentic community in a way that empowers the organization’s success, and provides all personnel with access to opportunity and a feeling of connection to the firm and the values it represents.

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“The systems around equitable talent development must include quantitative rigor so that hard data and analytics are used to assess problems, solutions and progress.”

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DIVERSITY & INCLUSION

A Values-Guided Bank An Interview with Teshia Levy-Grant, Senior Vice President and Diversity, Equity & Inclusion Officer, Webster Bank EDITORS’ NOTE Teshia Levy-Grant everything we do and differentiate us is responsible for expanding Webster’s in the market. Our values sustain us as diversity programs and partnerships we advance Webster’s mission of helpwithin its local communities. Having ing individuals, families and businesses served in academia as the Dean for achieve their financial goals.

Equity and Inclusion at Wesleyan Will you provide an overview of University, she is also focused on Webster Bank’s diversity and incluexpanding Webster’s education and sion strategy? training programs which include how We believe that diversity, equity and to work on and manage diverse teams. inclusion (DE&I) is critical to our growth She oversees Webster’s DEI Council and success as a leading regional bank. as well as the Employee Resource This commitment starts with Webster’s Teshia Levy-Grant Groups (ERGs) for the company. In senior leadership team who work to addition, she is supporting efforts to ensure that our commitment to DE&I is strengthen the Bank’s internship and early-career integrated with the way we do business. Meeting rotational programs to ensure Webster is offering the increasingly diverse needs of our customers is different experiences and unique perspectives to the a key to our long-term success and having a workBank’s early professional development program. force with diverse backgrounds and experiences Levy-Grant earned a bachelor’s degree in English better helps our customers and the communities from Wesleyan University and an MS in student we serve achieve their financial goals. counseling and personnel services from Central As an organization, we are creating educaConnecticut State University. tional and awareness programs so our bankers can engage in constructive dialogue around issues COMPANY BRIEF Webster Financial Corporation of social equity and justice. We have also begun is the holding company for Webster Bank work on a holistic roadmap to continue building (websterbank.com), and its HSA Bank division. our DE&I program to make positive change both With $33.3 billion in assets, Webster provides busi- within and outside our organization. ness and consumer banking, mortgage, financial While much work remains to be done, our planning, trust, and investment services through commitment to DE&I is a demonstration of our val130 banking centers and 253 ATMs. Webster also ues and mission, and we are excited to move into provides mobile and online banking. Webster Bank our next phase. owns the asset-based lending firm Webster Business How ingrained is diversity and inclusion Credit Corporation; the equipment finance firm in Webster Bank’s culture and values?

Webster Capital Finance Corporation; and HSA Our diversity, equity and inclusion focus is Bank, a division of Webster Bank, which provides a natural outgrowth of our values. The goal is to health savings account trustee and administrative embrace our differences – the ideas, talents and services. contributions of our bankers in an inclusive work environment. In 2020, I was hired as the new How do you describe Webster Bank’s culture Diversity, Equity and Inclusion (DE&I) Officer and how critical is culture to the success of with the goal of not only growing our DE&I prothe company? grams, but also expanding partnerships within our For more than 80 years, Webster has been a local communities as well as with colleges and community-minded, values-guided bank focused universities. Developing and maintaining these on helping customers achieve their financial goals. commitments to the communities we serve is a The key to Webster’s success is our people and demonstration of our values in action. our inclusive, equitable and diverse workplace that In addition to programmatic initiatives and fosters consistent high performance, enabling our partnerships, Webster distributed more than $5 milbankers to be their best in serving our customers lion to nonprofit organizations across our footprint. and communities. We take personal responsibility That total investment includes donations made for meeting our customers’ needs, respect the dig- through philanthropy, contributions made through nity of every individual, earn trust through ethical the Community Reinvestment Act (CRA), and sponbehavior, give of ourselves in the communities we sorship of organizations that help strengthen the serve, and work together to achieve outstanding well-being of our cities and towns with a focus on results. These values are at the forefront of business growth to help drive economic stability.

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While diversity is the right thing to do, it is also a business imperative. What do you see as the impact of diversity on driving better business outcomes?

There is a clear business case to be made for diversity and inclusion: it helps us to attract and retain talent, fosters a collaborative work environment, encourages innovation and serves a more diverse customer base, all of which support improved financial performance. We continue to look at all our lines of business (LOBs) and functional areas through a DE&I lens. Every Webster leader has DE&I metrics included in their strategic goals, including efforts to engage workforce diversity, equity and inclusion.

How valuable is it to have the commitment of Webster Bank’s C-suite in its DE&I efforts?

Webster’s Diversity, Equity and Inclusion Council is co-chaired by John Ciulla, Chairman, President and Chief Executive Officer, and John Guy, Executive Vice President, Business Banking.

The Council serves as the platform where the strategy and actions of our DE&I efforts are shaped. This strong, consistent support from the top of the house helps to ensure that DE&I is integrated and prioritized. We continue to look at DE&I work to ensure that it remains front and center for the organization.

What do you tell young, diverse talent about the opportunities that exist to grow and lead in the industry?

The banking industry, along with most others, is now becoming more focused on the diversity of their staff, especially at the senior level and on their boards. I would tell diverse talent to ensure that a company’s DE&I efforts are ingrained in their culture, not simply performative or transactional.

It’s important to read a company’s ESG reports, look at the makeup of the leadership team and C-suite, and review overall language to see whether there is support for a truly inclusive and equitable environment.

Internally, does the company offer career development programs, employee resource groups and initiatives supportive of DE&I? Externally, does the company match its language with actions, such as commitment to local communities and organizations, and philanthropic efforts?

At Webster, our goal is to maintain a strong focus on building human capital, to create diverse pipelines across the organization, and to provide cultural awareness and education, building further upon our DE&I foundation. Organizations with these goals and efforts are places for diverse talent to thrive.

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DIVERSITY & INCLUSION

Continuous Improvement An Interview with Landon Loomis, Vice President for Global Policy & Managing Director Brazil, The Boeing Company EDITORS’ NOTE Landon Loomis was everything we do and in all aspects of appointed Boeing Company’s Vice our business, we make safety our top President for Global Policy in August priority, seek first-time quality and hold 2020 and also serves as Managing ourselves to the highest ethical standards.

Director for Boeing Brazil. He joined By committing fully to our values, Boeing in September 2019 as the communicating with transparency and senior director for Trade and Alliances delivering results with excellence, we on the Embraer Partnership and will earn and retain the confidence of our Group Operations team. Prior to joincustomers, suppliers and investors; our ing Boeing, Loomis served in the White team members; and everyone who uses House as a special adviser to Vice our products and services.

President Mike Pence from April 2017 Will you highlight Boeing’s comLandon Loomis to August 2019. He has also served mitment to diversity and inclusion? in various U.S. government roles, Boeing accelerated its commitincluding policy adviser in the Office of the U.S. ments to equity, diversity and inclusion in Trade Representative, as well as commercial atta- the wake of glaring instances of racial injustice ché at the U.S. embassies in Beijing and Brasília. in 2020. We resolved to confront discriminaHe has resided in and worked in 10 countries in tion, inequities and injustice and accelerate our Latin America, Asia and Eastern Europe. Loomis efforts to advance equity for all. This isn’t just has a master’s degree in international economics the right thing to do – it is also good business. and is fluent in four languages: English, Mandarin Boeing aspires to be a truly global company, Chinese, Portuguese and Spanish. and in order to understand, serve and satisfy our diverse customer network, our people must COMPANY BRIEF Boeing (boeing.com) is the be able to lead and contribute to cross-funcworld’s largest aerospace company and leading tional, multinational teams that leverage the provider of commercial airplanes, defense, space viewpoints of our diverse employee base. and security systems, and global services. As a top It is clear we have an opportunity to be a force U.S. exporter, the company supports commer- for change within our walls and in our communicial and government customers in more than 150 ties – and we have been taking important steps in countries, leveraging the talents of a global supplier that direction. In April, Boeing released its first base. Building on a legacy of aerospace leadership, Global Equity, Diversity & Inclusion Report which Boeing continues to lead in technology and inno- shows our diversity metrics, describes our aspirations vation, deliver for its customers and invest in its peo- and outlines the steps we’re taking to improve. We’re ple and future growth. not satisfied with the levels of representation across our company and industry, and we’re committed to How do you define Boeing’s culture and showing progress by reporting annually. how critical is culture to the success of the How engrained is diversity and inclusion company? in Boeing’s culture and values?

Teammates across the company are comDiversity and inclusion are core values at mitted to advancing equity, diversity and inclu- Boeing. While our diversity numbers are on par sion and creating a culture where everyone is with the aerospace and defense industry, we want included, valued, respected and supported in to do better. In 2020, Boeing President and CEO reaching their full potential. A culture of open- David Calhoun unveiled Boeing’s equity action ness and accountability requires teammates to plan to root out racism, advance progress on key seek out perspectives, to speak up and to listen measures of equity and inclusion, and strengthen without judgment. That’s why we’re focused the company’s commitment to community investon helping each team member develop habits ments and diverse suppliers. around seeking, speaking and listening to drive We are clear-eyed in our vision for a more and sustain behavior change and habit forma- equitable future, but realistic about what lies ahead. tion that enable us to live our values, improve That’s why we’re committing to report our progbusiness outcomes and strengthen teams. ress every year, clearly outlining our goals, such as This approach builds on what is at the core increasing the representation of our Black teamof our culture at Boeing: the desire for continuous mates in the U.S. by 20 percent and closing repimprovement in ourselves and our company. In resentation gaps for historically underrepresented VOLUME 44, NUMBER 3

groups. We’re also focused on creating processes and systems that are fair, equitable and transparent.

On top of this foundation of systems, processes and practices that reduce the opportunity for bias, we continue to implement specific, localized and targeted tactics.

Will you elaborate on the impact of diversity on Boeing’s business performance?

Prior to the pandemic, aviation transported 4.5 billion passengers and $7 trillion of goods around the world per year – our industry is proud to serve as the indispensable bridge that links people and cultures from across the world.

Within our four walls, the principals of equity, diversity and inclusion are foundational to our business success – diversity is a critical driver of quality, safety and innovation. We have a responsibility to support, empower and equip the world’s best talent to reach their full potential here at Boeing. Our people are one of our greatest assets and creating a sense of belonging is foundational to our collective success.

How valuable has it been to have the commitment of Boeing’s board and senior management in its diversity and inclusion efforts?

Our leadership team, with the full support of our Board of Directors, has considered the bigger picture of our larger role and influence in society.

Notably, and starting with our own internal community, in the last year we have put a bright spotlight on confronting racism and addressing racial equity and inclusion at Boeing. Our commitment to enhance equity and inclusion for all teammates starts with our leaders and extends to every member of our global team.

What do you tell young, diverse talent about the opportunities that exist to grow and lead in the aerospace industry?

Our industry serves as a bridge that connects people and perspectives from across the world.

This mission inspires us and reminds us that diversity is not just a byproduct of what we do, it is essential to our success as a truly global company.

Attracting, retaining and promoting young diverse talent is not just “nice to have,” it is absolutely necessary if we are going to truly understand, serve and satisfy our diverse customer network across the globe. We are proactively working to deepen and broaden our diverse global workforce and taking focused, intentional steps to open spaces for the full range of voices to be heard. This task is a priority focus for our company – getting it right will offer us a competitive advantage as we tackle the challenges ahead.

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DIVERSITY & INCLUSION

Financing Healthcare Needs An Interview with Alberto Casellas, Executive Vice President and Chief Executive Officer, Synchrony Health & Wellness EDITORS’ NOTE Alberto (Beto) pr ovider and health-focused retail Casellas is Executive Vice President locations and there are more than and Chief Executive Officer of 11 million CareCreditc a r d h o l d e r s .

Synchr ony Health & Wellness, CareCredit is a Synchrony solution. part of Synchrony Financial, one of the nation’s premier consumer Will you provide an overview of financial services c o m p a n i e s .

CareCredit and how you describe Car eCr edit, a Synchrony soluthe CareCredit difference? tion, is a leading provider of proCareCredit is a leading solution motional financing to consumers to help patients finance their healthfor elective healthcare procedures, care needs. For more than 30 years, including dental, cosmetic, vision, CareCredit has given patients a valuAlberto Casellas audiology services and veterinary. able way to pay for copayments and As CEO of Synchr ony Health & deductibles, as well as healthcare treatWellness, Casellas is driving growth and innova- ments and procedures that are either not covtion in this key platfor m, and is focused on ered by insurance or for times when insurance creating a more comprehensive financing solu- doesn’t cover the full amount. The CareCredit tion for patients, clients and healthcare provid- difference is that by providing healthcare ers and for fueling CareCredit growth through financing, we make it easy for people to get the investments, new capabilities and the expansion of care they want and need, when they need it, the business into new specialties. This includes the without delaying treatment or appointments. As recent acquisition of Pets Best, a pet health insur- consumers assume more financial responsibilance provider that expands CareCredit’s offerings ity for their healthcare, CareCredit has evolved to help people better manage the cost of caring for beyond elective care and now supports patients their pets. by enabling them to pay for non-elective medical bills and routine medical care.

COMPANY BRIEFS Synchrony (synchrony.com) CareCredit also benefits hospitals and is a premier consumer financial services com- health systems by offering rapid settlement pany delivering a wide range of specialized being paid in a secure and timely manner, nonfinancing programs, as well as innovative con- recourse financing and integrated payment feasumer banking products, across key industries tures within leading electronic health record including digital, retail, home, auto, travel, systems. These solutions help health services health and pet. Synchrony enables its partners to providers and hospitals run efficient and finangrow sales and loyalty with consumers. It is one cially healthy organizations. of the largest issuers of private label credit cards Cardholders can use their CareCredit in the United States and also offers co-branded health, wellness and beauty credit card to be products, installment loans and consumer fitted with new hearing aids, have vision or cosfinancing products for small- and medium- metic procedures, have important dental work sized businesses, as well as healthcare providers. done, and get care for a beloved family pet.

Synchrony enhances what is possible through its digital capabilities, deep industry expertise, actionable data insights, frictionless customer experience and customized financing solutions.

For mor e than 30 years, Synchrony solution CareCredit, a leading provider of special financing for healthcare, has been helping people get the care they want and need. From dentistry, veterinary care and hearing aids to prescription glasses and cosmetic surgery, the CareCredit credit card is a way for people to pay for care not covered by insurance, including elective procedures, copays, deductibles and coinsurance, often with special financing. Today, CareCredit is accepted at more than 250,000

How valuable has it been to CareCredit’s success to have the support and strength of its parent company, Synchrony?

Having the strength of Synchrony, a leader in consumer financial services with a strong retail heritage, has been enormously valuable to CareCredit’s continued success. The digital innovations that Synchrony has from its retail expertise can be leveraged to help with healthcare payments. Synchrony makes it possible for CareCredit to support health systems with the reputational and financial strength of a Fortune 200 partner, a track record of elite-level customer satisfaction, with CareCredit having more than 11 million cardholders, plus domain expertise in health and wellness.

How has CareCredit adapted its business to address the challenges caused by the pandemic?

Navigating the COVID-19 pandemic has been a learning process for everyone, CareCredit included, but it’s also presented new opportunities.

There is an increasing expectation from patients that healthcare providers be armed with information regarding healthcare costs and payment options at the point of care. The general consumer experience and the healthcare consumer experience are rapidly converging, reinforcing the recognition that patients want a fast, intuitive purchasing experience when it comes to their healthcare too.

Today’s patients are looking for more retail-like customer experiences in healthcare, including more convenient and transparent interactions such as digital payment methods. In response to these personalized preferences, CareCredit is offering tools, expertise and resources, so providers are well-prepared to participate in financial conversations as patients seek the best path forward for treatment and wellness.

“The CareCredit difference is that by providing

healthcare financing, we make it easy for people

to get the care they want and need, when they need it, without delaying treatment or appointments.”

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“Synchrony makes it possible for CareCredit to support health systems with the reputational and financial strength of a Fortune 200 partner, a track record of elite-level customer satisfaction, with CareCredit having more than 11 million cardholders, plus domain expertise in health and wellness.”

Where do you see the greatest opportunities for growth for CareCredit as you look to the future?

CareCredit has evolved into a robust growth platform for our providers and a comprehensive solution for consumer financing and payments in healthcare, pet care and wellness. This growth is a strategic response to consumers assuming more financial responsibility for their healthcare – including higher out-of-pocket healthcare costs and high deductible healthcare plans – which accounts for the estimated $405 billion in out-of-pocket health expenditures in the U.S. We’re currently expanding our relationships with providers, retailers, payors and pharmacies. Our recent acquisitions in CareCredit include deepening our penetration in audiology and entering the rapidly growing pet insurance market. We’re also exploring opportunities to work with more health systems and hospitals. We have expanded our reach by launching new health system programs in 2020, bringing our total to 13, and with the growth of our pet vertical, we are now in more than 85 percent of veterinary practices across the country.

How critical is it for CareCredit to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when making business decisions?

To build a culture of innovation equipped to take on the most pressing challenges our industry faces today, we understand that we must welcome diverse perspectives and challenge people to think beyond their personal experiences.

Diversity and Inclusion (D&I) is extremely critical and remains a strategic priority across CareCredit and Synchrony, and we are very transparent about how we’re working to foster an inclusive environment where all our employees can reach

their full potential. This requires an ongoing commitment along with open, honest and sometimes challenging conversations about what is working and where we can do better moving forward. We ensure every voice gets heard through our eight Diversity Networks, which are close-knit groups formed around common interests and goals.

Will you discuss Synchrony’s diversity initiatives and how this focus is embedded in Synchrony’s culture and values?

At Synchrony, we understand that diversity is more than a corporate talking point and must be reflected in our culture, values and DNA. This commitment starts from the top, with an inclusive executive board that reflects the diversity of our workforce. Synchrony currently has one of the most diverse board of directors of any financial services company. I feel very personally invested in the company’s D&I work. I was born and raised in Puerto Rico before moving to the U.S., and I’m currently the executive sponsor of our Hispanic Network, which helps members grow their careers across Synchrony. Our goal is to be an employer of choice for Hispanic and Latino professionals within the financial services industry.

As part of our commitment to elevate D&I to a strategic company-wide initiative, I am part of a senior-level committee led by Brian Doubles, President and Chief Executive Officer and a member of the board of directors of Synchrony, our Chief Diversity Officer and other leaders from across Synchrony. This committee is focused on implementing actions to advance equality across our businesses and the communities in which we operate. We’ve launched a new initiative, Advancing Diverse Talent, to leverage data analytics to identify key gaps and opportunities within our workforce and inform our strategies to hire, develop and advance underrepresented talent.

“At Synchrony, we understand that diversity is more than a corporate talking point and must be reflected in our culture, values and DNA.”

Will you highlight Synchrony’s engagement in the communities it serves and its focus on corporate responsibility?

While the past year’s events may have resulted in more physical distance between us, they helped elevate Synchrony’s commitment to positively impacting the areas where we live and work. We are continually looking for ways to give back and contribute to the safety and well-being of the communities we call home.

Throughout the pandemic, Synchrony committed $5 million to help local and national organizations assist those most affected by COVID-19, focusing on food assistance programs and disproportionately impacted communities. We also launched the Synchrony Gear Up Campaign, leveraging our employee, partner and cardholder networks to make and distribute protective gear, for example, by 3D printing face masks and face shields.

We have also accelerated our efforts to address the challenges that underrepresented and marginalized groups face every day, including Black and Brown communities. Last year, the racial unrest in the United States inspired us to form a senior-level committee to focus on implementing actions to further equality and opportunities for advancement across our businesses and communities.

What advice do you offer young people about the opportunities that exist for a career in the industry?

I encourage the younger generation to embrace an approach of continuous learning.

I think it is essential to always be curious and explore ways to master new skills and grow your expertise. With this in mind, Synchrony takes a proactive approach to empowering the leaders of tomorrow with the resources they will need to grow and succeed. Our Business Leadership Program offers recent graduates an accelerated curriculum to build functional expertise and leadership acumen in credit, data analytics, enterprise operations, finance and other areas. Participants have access to Synchrony executives and networking opportunities and can also continue their career path at an assistant vice president level at the end of their training.

If you are hardworking and driven, there are opportunities for you to get your foot in the door. Our Diversity Network continually partners with universities to build an earlier pipeline of talent by offering student internships, mentorships and immersion programs.

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DIVERSITY & INCLUSION

Mission-Driven An Interview with Michael J. Alkire, President and CEO, Premier Inc. EDITORS’ NOTE Michael Alkire, How do you define what makes who joined Premier in 2003, is Premier different? a seasoned healthcar e execuAt Premier, we are guided by a tive with nearly 30 years of opersingular vision: To use the collaboraational, technology and business tive power of our alliance to lead the development leadership experitransformation to high-quality, cost-efence. He was named the comfective healthcare. It’s a simple rallying pany’s Chief Operating Officer in cry behind which everyone can unite 2013, its President in 2019, and and under which all of our activity its CEO in 2021. Prior to serving falls. as President and CEO, Alkire was During the COVID-19 pandemic, president of Premier Purchasing our mission of improving the health Michael J. Alkire Partners, which offers group of communities took on an even more pur chasing, supply chain and significant meaning as we lived our r esour ce utilization services to hospitals four core values each day: and health systems. Alkire is a past board • Integrity member of GHX and the Healthcare Supply • Passion for performance Chain Association. He recently was named • Innovation one of the Top 25 COOs in Healthcare for • Focus on people 2018 by Modern Healthcare. In 2015, Alkire It seems so basic, but codifying our valwon the Gold Stevie Award for Executive of ues in the simplest of ways is how we maintain the Year and in 2014 he was recognized as such an intense concentration on our mission. a Gold Award Winner for COO of the Year Over the years, my colleagues at Premier by the Golden Bridge Awards. He has more have continued to impress and astound me with than 20 years of experience in running busi- their intellect, skill and drive. It’s not simply about ness operations and business development delivering what is outlined in a contract. It’s figuror ganizations at Deloitte & Touche and ing out a way to get food to a nursing home on Cap Gemini Ernst & Young. Before joining the top of a hill during an ice storm, or how to get Premier, he served in a number of leader- masks on the faces of doctors and nurses treatship roles at Cap Gemini, including North ing COVID-19 patients. We are also driven by our American responsibilities for supply chain membership base. Since we work with more than and high-tech manufacturing. Alkire gradu- 4,100 hospitals and health systems and roughly ated magna cum laude with a BS degr ee 200,000 providers (including nursing homes), it is from Indiana State University and an MBA incumbent upon us to “show up.” Their success from Indiana University. doesn’t just mean success for our business, but it also means success for our communities – our COMPANY BRIEF Premier Inc. (premierinc.com) friends, families and loved ones who rely on them. is a leading healthcare improvement comWill you discuss Premier’s long and pany, uniting an alliance of mor e than deep commitment to diversity and inclusion?

4,100 U.S. hospitals and health syst e m s , We’ve always been keenly aware that a n d a p p r o x i m a t e l y 2 0 0 , 0 0 0 o t h e r pr o- diversity is critical to our business. It’s critical viders and or ganizations, to transfor m healthcare. With integrated data and analytics, collaboratives, supply chain solutions, and consulting and other services, Premier enables better care outcomes at a lower cost. Premier plays a critical role in the rapidly evolving healthcar e industry, collaborating with members to co-develop long-ter m innovations that reinvent and impr ove the w a y c a r e i s d e l i v e r e d t o p a t i e n t s n a t i o n wide. Headquarter ed in Charlotte, Premier is passionate about transforming American healthcare.

to ensuring a healthy and resilient supply chain, and it’s critical to making sure we offer the best possible solutions to challenges our members might face at any given point in time.

We encourage our members to commit to certain agreements around supplier diversity to ensure that we foster equity in the marketplace by supporting minority-, women- and veteran-owned and small businesses. Furthermore, as a company, we get involved in organizations pursuing health equity in the communities we serve.

The fact of the matter is that we are predisposed to seek out alternative viewpoints – it is part of our DNA. Therefore, fostering a culture that empowers people of all different backgrounds to make themselves seen and heard and understood is a natural extension of the work we do externally.

Our commitment also manifests in the work we do. The U.S. Department of Health and Human Services (HHS) Office on Women’s Health has contracted with us to analyze maternal and infant health data and create a network of at least 200 hospitals to deploy proven, evidence-based best practices. Our data captures 1.2 million annual births in the U.S., and we are proud to use it to enable hospitals to erase health inequities. This includes racial and ethnic disparities which are so important to address as we take on the work to make America the safest place to have a baby. It is our mission to ensure that women and infants across the country have the same access to high-quality care regardless of race, geography or socioeconomic status.

While diversity and inclusion is the right thing to do, you have also stated that it is critical for driving better business results.

Will you elaborate on how diversity and inclusion impacts business performance?

“We’ve always been keenly aware that diversity is critical to our business.”

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“At Premier, we are guided by a singular vision: To use the collaborative power of our alliance to lead the transformation to highquality, cost-effective healthcare. It’s a simple rallying cry behind which everyone can unite and under which all of our activity falls.”

Supplier diversity is an essential component of our members’ success. The diversity of suppliers helps our member hospitals create jobs and improve life in the communities they serve. From there, it’s a virtuous cycle – as I’ve said many times before, our members’ success is our success. In fact, those of us at Premier would argue that diversity was a key part of the success of our pandemic response – 20 percent of our contracts are to diverse organizations. An example of the impact this has on business performance is our Sourcing Education and Enrichment for Diverse and Small Suppliers (SEEDS) program, aimed at increasing the number of small, diverse and regional enterprises doing business with members of the Premier healthcare alliance. The SEEDS program lends support to diverse and small business enterprises, enabling them to grow at a pace that is commensurate with their existing business infrastructure. Through the program, contracted suppliers are provided with resources and educational tools meant to help them gain contract sales with our members while building longterm relationships across the Premier healthcare alliance. SEEDS, in turn, fosters healthy markets by bringing more suppliers to the table and creating more competition and choice for our members.

The evidence is clear – diverse companies are more profitable. Those organizations with diversity perform better than their competition when it comes to innovation and financial performance. At Premier, we firmly believe that valuing and representing the dimensions of diversity isn’t just the right thing to do, it’s imperative to ensure our continued success in the marketplace.

What are the keys to being effective in attracting and retaining diverse talent?

As a mission-driven organization, we seek to attract people who want to affect positive change through their work. When we speak with computer scientists and engineers, something always clicks when they realize that a job with Premier is unlike anything they will find in the big tech space. Our artificial intelligence and machine learning technology, for example, is not designed to influence a consumer’s decision on what pair of sneakers to buy next. Instead, it is designed to change how patients receive care – for the better. Our mission is one that unifies and appeals to people of all backgrounds.

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The pandemic has taught us so many important lessons. We always knew that people could be successful in their jobs from anywhere in the country. I like to joke that before COVID19, I spent more nights sleeping outside of the state I live in each week. But I think people are far more comfortable now with the idea of working for a company that might not be headquartered where they live. This has made it exponentially easier for us to attract and retain talent.

Part of becoming more intentional about our diversity, equity, inclusion and belonging efforts is ensuring that we are creating a work environment – albeit virtual at the moment – that makes everyone feel welcome, valued and included.

How important are metrics to measure and track the impact of Premier’s diversity efforts?

I think it was Peter Drucker who said, “if you can’t measure it, you can’t improve it.” We spend our days working in the nitty gritty of data and analytics. There is no doubt that the numbers on the page matter. We want to see the data confirm that our efforts to ensure diversity are working. We also want to see the data from our employee surveys to make sure that everyone feels seen and heard and that they are treated equitably, regardless of race, gender, religion, sexual orientation or any other mode they use to define themselves.

While we definitely subscribe to Druker’s concept, we recognize that there are things you can’t measure – things that are much easier to comprehend in action in real time.

For example, how someone answers a survey question might not always align with how they feel and behave in a real-world situation. We need to see that our colleagues are respectful and open-minded. We need to see that our colleagues are able to express themselves freely.

Those actions tell us far more than anything we can get from the data in a spreadsheet.

Premier serves a diverse client base.

How critical is it for Premier’s workforce to mirror the diversity of its clients?

On one end of the spectrum, Premier’s membership is comprised of the largest hospitals in the biggest urban environments delivering high-quality care to the well-to-do and the impoverished alike. On the other side, we have members who are small-skilled nursing facilities in the most remote parts of the country you’ve never heard of. And then there is

everyone in between. As I’ve said, we live in the communities of the members we serve, so we have a vested interest in ensuring that they have everything they need to be successful. I would argue that compassion, empathy and emotional intelligence are what sets us apart to our members. So, while we may “look” like those we serve, we understand what they are going through, can relate to them and empathize with their experiences – which is often shared – that is how we make ourselves sticky.

How is Premier making sure that its diverse talent has opportunities to grow and lead within the company in order to retain this talent?

Our employee-based Council on Diversity, Equity, Inclusion and Belonging acts as our governing committee to define, drive and support our strategic objectives. In addition, our ten and growing Employee Resource Groups (ERGs) and other company programs provide opportunities for our colleagues to listen, learn, mentor and grow. Creating an atmosphere of trust and openness supports the engagement, development and retention of everyone who calls Premier home. As part of this work, we have created a pledge to serve as our guide: • Demonstrate commitment and accountability for modeling behavior that drives diversity, inclusion and belonging.

• Cultivate and support a values-driven culture that promotes inclusiveness, innovation, openness, listening, learning and compassion.

• Build and maintain a diverse workforce at all levels of our organization. Identify, attract and retain a pipeline of diverse and qualified candidates through targeted outreach, recruitment, employee development and selection.

• Create a work environment that ensures equal access to opportunities for professional growth and advancement.

What do you tell young, diverse talent about the career opportunities that exist in the industry?

I tell all young people starting out in their careers to say “yes” to as much as you can. Try new things, explore areas that you might not be familiar with. Meet as many people as possible.

Take chances. Do everything within reason to expand your horizons as much as possible.

Regardless of how your diversity manifests, having a wealth of experience and perspective to draw from when you approach any situation will only serve as an advantage.

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A Strong Sense of Belonging An Interview with Rachael Gibson, Director, Diversity, Equity & Inclusion, Marcum LLP EDITORS’ NOTE Rachael Gibson middle-market companies and high-netis Director of Diversity, Equity & worth individuals achieve their goals.

Inclusion at Mar cum LLP. She Marcum offers industry-focused pracbecame the first person to hold this tices with specialized expertise to privately newly-created leadership position in held and publicly registered companies, 2020 as Marcum formalized its DEI and nonprofit and social sector organiInitiative as a policy priority for the zations. Through the Marcum Group, the firm. Her mission is to raise awarefirm also provides a full complement of ness and help foster a culture that is technology, wealth management, execboth diverse and inclusive and that utive search and staffing, and strateencourages and enables all associates gic marketing services. Headquartered and partners to be successful in their in New York City, Marcum has offices Rachael Gibson careers. Gibson has had a long career in major business markets across the in management consulting, specializU.S. and select international locations. ing in change management; diversity, equity and Marcum is committed to the advancement of diverinclusion; leadership development; and strategic sity, equity and inclusion. The firm is a founding planning. In addition, she has developed and led member of LEA Global and is the exclusive U.S partnumerous national initiatives for clients focused ner firm of ECOVIS International. on a variety of leadership and change management issues. She has spoken at national conven- Will you provide an overview of your role tions and conferences for organizations including and key areas of focus?

BoardSource, the T. Rowe Price Foundation, and I lead Marcum’s DEI policies, programs, and the Texas Council on Family Violence. She serves services across the firm, which involves working as an adjunct professor at the Chicago School for with the firm’s leaders and associates to ensure that Professional Psychology, where she teaches gradu- Marcum continues to be a diverse firm where all ate students interested in the field of consulting associates feel a strong sense of belonging and see and organizational development. She also serves pathways to leadership opportunities. on two nonprofit boards of directors.

What excited you about the opportunity to join Marcum and made you feel it was FIRM BRIEF Marcum LLP (marcumllp.com) is a the right fit? top-ranked national accounting and advisory serI joined Marcum via the Raffa PC merger in vices firm dedicated to helping entrepreneurial, 2018. Joining a national firm of Marcum’s scope has

allowed me to have a broad and deep impact in the realm of DEI. I work alongside bright and passionate people every single day. I don’t spend a lot of time “making the case for DEI” here at Marcum.

Partners and associates at all levels embrace what we’re doing in our DEI programs and initiatives and are willing to roll up their sleeves to do the hard work that’s needed to truly live these values.

Will you provide an overview of Marcum’s diversity, equity and inclusion strategy?

Marcum’s DEI strategy is centered around three key priority areas: 1) Attracting a diverse talent pool at all levels; 2) Fostering a culture of inclusion where all associates feel a strong sense of belonging at work; and 3) Ensuring that associates from underrepresented groups experience pathways to leadership.

How engrained is diversity and inclusion in Marcum’s culture and values?

Although my role is new, diversity and inclusion is not a new concept for Marcum. We’re formalizing existing policies and building upon a foundation that was birthed many years ago. For instance, Marcum has always been a place that supported women in the workplace. We were one of the first firms to embrace alternative work schedules to enable our female professionals to stay on the partner track while they were raising their families.

We have associates who represent all races, generations, and sexual identities. Marcum was also the first national firm in the U.S. to establish a Modern Family practice dedicated to serving the unique

“A DEI program cannot be successful without the buy-in and active participation of leadership.

Our leadership is well aware of this.”

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“Over the past few months, we have explicitly talked about the idea that we do not shed our identities when we come to work – a lesson that solidified during COVID while we are all working remotely.”

tax, trust and estate, and financial planning needs of the LBTBQ+ community. While we do have much progress to make in terms of continuing to diversify our firm’s leadership, I am confident that we will get there. We have an incredibly diverse pipeline of future leaders and we’re seeking ways to continue to develop and support them, including those from underrepresented groups.

Over the past few months, we have explicitly talked about the idea that we do not shed our identities when we come to work – a lesson that solidified during COVID while we were all working remotely. As a result, we have started to engage in firm-wide conversations that have begun to normalize talking about issues related to race, gender, caregiving status, and other nuanced personal issues, and it is fostering a stronger sense of belonging in parts of our firm. Our associate resource groups, which are affinity groups for associates with shared interests, cultures, lifestyles, and abilities, have also strengthened over the past year and we’re seeing that inclusion and belonging is permeating many aspects of the firm.

I have also seen some very powerful examples of allyship among associates and partners. Many people are using their spheres of influence to create meaningful change, from ensuring that our marketing materials are representative of the diversity that exists within the firm and broader society, to initiating conversation about developing scholarship funds for

college students from underrepresented groups.

Culture is about everybody doing their part to live our DEI values and I see amazing examples of this every single day.

How do you engage your employees in Marcum’s diversity efforts?

Our efforts are very associate-driven. I am in close communication with the leaders of our various associate resource groups (ARGs).

They help to determine how best to acknowledge and elevate the voices of our diverse associates. We have a national DEI Task Force and a national DEI steering committee, as well as regional DEI committees whose role it is to advance DEI programs in their offices. I also meet with any associate who wants to share an idea and I do my best to help advance these. Perhaps most impactfully, we are having numerous firm-wide DEI conversations.

Many of the questions that come from those conversations are incorporated into our programming. For instance, during our firm-wide conversation where we discussed race, many of our associates asked what they can do to be allies to their diverse colleagues. As a result, we used the month of April to host firm-wide allyship education sessions.

Is it critical to have metrics in place to track the impact of Marcum’s diversity and inclusion efforts?

Absolutely. I live by the saying “if it doesn’t get tracked, it doesn’t get done.” We want to evaluate

our efforts and know whether or not we’re moving the needle and how we need to adjust. Tracking also helps us be targeted in our approach.

How critical is it to have the commitment of Marcum’s management team in its diversity, equity and inclusion efforts?

A DEI program cannot be successful without the buy-in and active participation of leadership. Our leadership is well aware of this. Our CEO, Jeffrey Weiner, and COO, Ronald Storch, serve on our national DEI committees – one of which meets every two weeks. These committees are comprised of partners across the firm. I work closely with partners across the firm, many of whom are strong allies and active advocates for issues related to DEI. What are your key priorities as you look to build on Marcum’s diversity and inclusion efforts?

My key priority is simple – I want DEI values to be in the DNA of our firm. I view my role as a facilitator. I want our associates and partners to all feel that they have a role to play in walking the talk when it comes to DEI. I basically want shared leadership in this work.

Finally, I want to play a role in giving our associates from underrepresented groups hope – hope that they, too, can be their best and whole selves at Marcum. I want them to love coming to work, not only because they are skilled practitioners, but because they feel a strong sense of belonging.

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“I want our associates and partners to all feel that they have a role to play in walking the talk when it comes to DEI. I basically want shared leadership in this work.”

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Collaboration, Coordination and Cooperation An Interview with Alan S. Elkin, Chairman and Chief Executive Officer, Active International EDITORS’ NOTE Alan Elkin What have been the keys to Active’s co-founded Active International strength and leadership in the in 1984. Elkin began his career industry and how do you define at Kaiser Br oadcasting which, the Active difference? under his direction as Senior Vice Our people – they are our greatPresident of Sales, later became est asset and their commitment keeps Field Communications and then a us on top in our industry. Our team subsidiary of Katz Media Group. values focus on collaboration, coordiHe has received the Entrepreneur nation and cooperation. Our strength Of The Year™ Award by Ernst & is in our ability to communicate with Young and the British American each other. We create solutions and Business Inc. Award in recognisolve client challenges together. Like Alan S. Elkin tion of Active’s global accomplishany team in a sport, the NFL for examments. Additionally, he received ple, while you have multiple teams, the 2019 Lifetime Achievement Award at the the field and the rules are all the same. It’s the Broadcasting and Cable Hall of Fame annual champions who have great players, but also gala. Elkin believes that community involve- great execution and great leadership. They play ment is as important as business leadership and as a team and they deliver the best team executhrough the company’s Active Cares program, tion. Execution – to coin a phrase we use contributions have been made to over 600 char- all the time at Active – means helping our cliities since 1997. ents achieve more. That’s what makes Active a leader in our industry.

COMPANY BRIEF Active Inter national’s Will you discuss Active’s long and deep (activeinternational.com) purpose is to trans- commitment to diversity and inclusion and form data into insights, strategy into action, how this focus is a part of Active’s culture? and vision into value. With the entrepreneurOur culture is based on the principles of ial spirit of a startup, and the capabilities of a meritocracy and all our people having a voice: global corporation, Active continues to redefine we listen to our people and consider all their what’s possible and turn possibilities into posi- diverse viewpoints. That’s the key to collaborative business outcomes. Active drives perfor- tive problem solving, which is what we do for mance through industry expertise, its Corporate our clients. This diversity of thought, however, Trade Model, and portfolio of companies with a naturally extends to our view on talent. It’s a core competency in media, to create and deliver fact that if we as marketers and traders are going value for leading brands throughout their busi- to appeal to the millions of diverse consumness life cycles. ers and the increasing number of diverse client

companies that market to them, we have to attract and inspire diverse talent that can meet the needs of these consumers and our business model in general.

In 2021, I have made it a personal mission to hold our leaders even more accountable than ever before on this important area of focus. We began with a focus of awareness for all our leaders. We commissioned and delivered an industry-specific, graduate-level course on DE&I and, as you know, all solutions have to start with awareness. Are we there yet? No, but we are always improving and, in addition to our focus on the present, we have embarked upon a strategy to build a future pipeline of diverse talent for our industry.

While diversity and inclusion is the right thing to do, you have also stated that it is critical for driving better business results.

Will you elaborate on how diversity and inclusion impacts business performance?

While the moral argument is clear, the business case is too. Let’s start with the marketplace – the population in the U.S. and Europe is increasingly diverse. Once we see that as a business reality, the rest is a simple “connect the dots” exercise. But we have to accept that business as we know it is based on the acceptance of capitalism in our societies. Even the heretofore purist communist regimes have adopted capital entrepreneurship as a means of supporting and appeasing their populations.

Capitalism works better than socialism. With capitalism, successful growth leads to prosperity or at least the opportunity for greater prosperity for all of the society’s members. True there are

“Our culture is based on the principles of meritocracy and all our people having a voice: we listen to our people and consider all their diverse viewpoints. That’s the key to collaborative problem solving, which is what we do for our clients.”

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“Our team values focus on collaboration, coordination and cooperation.

Our strength is in our ability to communicate with each other. We create solutions and solve client challenges together.”

always the “1 percenters” in a capitalist hierarchy who may not play by the rules. But, in general, this theory has been advanced by forward-thinking business leaders and consultants such as Peter Drucker since the 1960s. The entrepreneurial opportunities in a capitalistic market environment play well to the opportunities for diverse people.

Consumers in the societies where we do business are not only increasingly diverse, but their spending power has also increased over the years. Companies that produce products for them are tuning into the needs of these diverse demographics, with many of them being founded and led by diverse teams. There are companies that are moving into markets in different countries and cultures, again to appeal to a diverse demographic with spending power. In a society that depends on the success of capital enterprise, these companies and consumers are being addressed as a viable part of the economic infrastructure – an economic infrastructure that needs to grow and prosper so that all of its members prosper as well.

Prosperity helps meet the needs of people.

All people have hopes, dreams and aspirations for themselves and their families. The theory of capitalism as the most effective form of socialism is not new. Each generation, regardless of race, gender, orientation, or ethnicity aspires to leave a better future for those who follow. Aside from basic needs of food, clothing and shelter, education, skills and other benefits of a prosperous society contribute to that better future.

That’s why all participants in the economic, demographic mix are critical to sustaining the

economy and society it serves. That’s why DE&I is good for business and, as Active serves these businesses, it’s good for Active. The bottom line when it comes to the intersection of DE&I talent and business is this: In order to better serve these businesses, Active needs diverse thinking and especially diverse cultural views on the markets and consumers. We know that this need is best filled by diverse professionals.

The business mantra is therefore: “Include all!”

Inclusion is good for business because its good for the economy and good for the societies that are served by the economy.

What are the keys to being effective in attracting and retaining diverse talent and how is Active making sure that it is reaching a diverse talent pool?

We cannot be passive. We need to go after a wide and deep talent pool and inspire them to want to learn about our industry, and in particular, about our ccmpany. That means having the right sort of recruiting message and knowing where to look. The challenge for our managers working with our in-house and external recruiters is to convey the right message: “What sets Active apart as an employer,” and deliver it to the right candidate audiences. This means seeking out Historically Black Colleges and Universities (HBC’s) and other organizations that focus on media and marketing as part of their educational mission with minorities and where some of the HBC’s are lacking in the resources or curriculum, we can help them with that as well. We want to build a robust pipeline for ourselves and the industry in general.

How important are metrics to measure and track the impact of Active’s diversity efforts?

Very important and that’s the accountability I am measuring my leaders on. In turn, I expect them to hold their team and functional leaders accountable.

How is Active making sure that its diverse talent has opportunities to grow and lead within the company in order to retain this talent?

The pandemic changed a lot and the competition in our industry for the best talent has never been fiercer. That said, as I mentioned before, we have embarked upon a deliberate talent identification and retention program. It’s a four-step program to attract, competitively pay, retain and grow talent at all levels. This extends naturally to our diversity recruiting efforts. As I said earlier, we start by assigning recruiters to these tasks who are themselves people of color and Hispanic and thereby tune into the best places to proactively seek talent. It’s all about being able to make the case: “Why Active? What will you get from us as an employer?”

What do you tell young, diverse talent about the career opportunities that exist in the industry?

We tell them that we care about them and that we know our role as allies in their efforts to grow and develop in our industry. It’s our responsibility to them and I know all my leaders understand my expectation to approach it that way. Practically speaking, we want to be able to develop and create paths that include diverse experience in the various disciplines and job assignments, and offer continuous training and mentoring.

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“The bottom line when it comes to the intersection of DE&I talent and business is this: In order to better serve these businesses, Active needs diverse thinking and especially diverse cultural views on the markets and consumers.”

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Empowerment, Measurement, Representation and Communication An Interview with Paloma DeNardis, Head of Inclusion and Diversity, DICK’S Sporting Goods EDITORS’ NOTE In her role as Head team members and customers feel of Inclusion and Diversity of DICK’S represented. Our key focus areas are Sporting Goods, Paloma DeNardis anchored within empowerment, mealeads the overall strategy and execusurement, representation and comtion of the company’s I&D initiatives, munication, and we drive our work working across the organization to forward through education, training engage leaders, corporate, distribuand experiences. tion center and store teammates.

How do you describe DICK’S Her background is in talent acquiSporting Goods’ culture and how sition which is where she grew her critical is culture to the success of passion for people and for advocacy the company? and recognized that diversity makes The culture at DICK’S is similar to Paloma DeNardis teams and organizations better. that of any sports team – we all have Prior to DICK’S Sporting Goods, she a job to do and rely on each other to served as Director of Global Talent Acquisition win the game. It is a no ego environment where at Mylan, and Senior Talent Manager for Kforce no matter your role or level, we work collabInc. DeNardis earned a BS in business adminis- oratively to innovate and deliver for our athtration and international business from the letes (that’s what we call our customers) every University of Rhode Island College of Business day. This culture has been the foundation to Administration. ensuring inclusion is embraced and permeates everything we do. Many of our team members COMPANY BRIEF Founded in 1948, DICK’S (teammates) are former athletes and understand Sporting Goods (dicks.com) is a leading omni- what it means to truly belong on a team and to channel sporting goods retailer offering an walk out on the field and know your team has extensive assortment of authentic, high-qual- your back. ity sports equipment, apparel, footwear and Will you discuss DICK’S Sporting accessories. As of May 1, 2021, the company Goods’ commitment to building a diverse operated 730 DICK’S Sporting Goods locations and inclusive workforce? across the United States, serving and inspiring At DICK’S we want to be part of the athletes and outdoor enthusiasts to achieve their change we need to see in our nation. We are personal best through a combination of its ded- committed to accepting our responsibility to icated teammates, in-store services and unique work toward social justice and seek to reflect specialty shop-in-shops dedicated to Team the communities we serve. With more than Sports, Athletic Apparel, Golf, Outdoor, Fitness 50,000 teammates from across the country, our and Footwear. Headquartered in Pittsburgh, organization brings together and celebrates a DICK’S also owns and operates Golf Galaxy beautiful array of individual differences, life and Field & Stream specialty stores, as well as experiences and unique talent. We aim to creGameChanger, a youth sports mobile app for ate an environment where each and every one scheduling, communications, live scorekeeping of these teammates, as well as our athletes and video streaming. DICK’S offers its products and communities, feels valued, respected and through a dynamic eCommerce platform that empowered to help one another become betis integrated with its store network and provides ter humans. athletes with the convenience and expertise of a How important is it for DICK’S 24-hour storefront.

Sporting Goods’ team members to reflect the diversity of its customers and the comWill you provide an overview of your munities it serves? role and key areas of focus?

It’s crucial for DICK’S to reflect our athIn my role, I’m responsible for build- letes and communities to ensure that the ing a sustainable strategy for fostering inclu- experience in our stores is one where everysion and diversity at DICK’S Sporting Goods. one is treated with dignity, respected for I seek to make I&D a meaningful part of our their differences and feels that they belong. people practices by identifying ways to sup- Diverse perspectives also help us to ensure port our team members on their journeys to we are meeting the needs of the communilearn and grow, and also by ensuring that our ties we serve and support.

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How valuable is it to have such deep engagement from the management team and board members for DICK’S Sporting Goods’ diversity and inclusion initiatives?

Inclusion starts at the top, and support from our leadership team and board has been critical for the adoption, activation and amplification of our efforts. Along with backing from senior leadership, I believe that the success and staying power of an inclusion strategy also relies on the support of managers throughout our organization.

Many of our messages, trainings, experiences and more are so impactful thanks to the leaders in our stores who cascade the content and activations to our largest population of teammates.

While diversity is the right thing to do, it is also a business imperative. What do you see as the impact of diversity and inclusion on business performance?

Our athletes are as unique as our teammates, and they each have their own individual goals around sport and fitness.

Diversity helps us ensur e our athletes’ needs are met and that their expectations of us are exceeded with every interaction, whether that is through the products and merchandise we offer, visual representations in-store or personal interactions with our teammates.

Do you feel that there are strong opportunities for women to grow and lead in the industry?

At DICK’S, we are working to set a standard across the industry where women feel empowered and supported to achieve their dreams. Over 50 percent of our athlete base identify as female, and we are fortunate to have a leadership team that reflects them.

Our recent “Inside Moves” campaign highlighted some of the persistent, powerful, and visionary women at DICK’S who use their roles at the company to ensure that women and girls everywhere are successful in sports and life.

What advice do you offer to young, diverse talent beginning their careers during this unprecedented time?

Seek out a company that aligns with your personal and professional goals. If the company makes a commitment, hold them accountable with your presence. Remember, your time and contributions are valuable.

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DIVERSITY & INCLUSION

Workplace, Workforce and Marketplace An Interview with Diana Gueits-Rivera, Director of Diversity and Inclusion, Cleveland Clinic EDITORS’ NOTE As the Director worldwide are more than 4,660 salaried of Diversity and Inclusion for physicians and researchers, and 18,500 the Cleveland Clinic, D i a n a registered nurses and advanced practice Gueits-Rivera is r esponsible for providers, representing 140 medical spepartnering with leaders and carecialties and subspecialties. givers throughout the enterprise to provide strategic direction to key How do you define the role of Chief enterprise diversity initiatives. In Diversity Officer and how important addition, she collaborates with prois it for the role to be engaged in busifessional organizations and comness strategy? munity stakeholders to advance Diversity and Inclusion is sysCleveland Clinic’s outreach to the tems work, so it is critical for a Chief Diana Gueits-Rivera Hispanic community. She has been Diversity Officer to be involved in the prominent in advancing Cleveland business strategy of an organization.

Clinic’s ranking as one of the top healthcare sys- Often times, strategies fall short of their maximum tems in the country for Diversity and Inclusion by potential because that lens around underDiversityInc., the American Hospital Association standing the forensics of the Diversity and Equity of Care award, and the placement of their Inclusion impact is not brought in early enough Employee Resource Groups as some of the top 25 to be baked into an organization’s strategy.

ERG’s and Councils in the country as awarded It is important for leaders to understand that by the Association of ERG’s and Councils. Gueits- Diversity and Inclusion is not just part of their social Rivera was instrumental in the development and responsibility, community outreach, engagement, execution of ACTiVHOS, the first fully bilingual or education strategies. It should be a full partner youth directed health and wellness program in in the ecosystem of their overall mission and work.

Northeast Ohio, as an effort to combat obesity and Will you provide an overview of Cleveland asthma disparities in Latino children. In 2020, she Clinic’s diversity and inclusion strategy? led the efforts to transition the ACTiVHOS Facebook It is basically a systems approach. We look at site to provide COVID-19 Spanish information as a the work through three core areas: workplace – the benefit to the entire community. She sits on the boards culture, policies, and practices that support incluof Hispanic Roundtable, Circle Health, and El Centro. sion and equity; workforce – all the demographic She is a member of the National Association of analysis, recruitment, development, and retention Hispanic Nurses, and advisor to the National Board strategies; and marketplace – which looks at our full of the Latino Medical Student Association. Gueits- cycle of the patient experience, and our investment Rivera holds a BA in Urban Studies from Cleveland and connection with our communities. While this is State University, an MBA from Baldwin Wallace a very simplistic statement, this is deeply significant University, and Advanced Diversity Practitioner work when you look at our overall footprint. certification from Cornell University.

How engrained is diversity and inclusion in Cleveland Clinic’s culture and values?

INSTITUTION BRIEF Cleveland Clinic (cleveland Inclusion is one of our core values and drives clinic.org), now in its centennial year, is a non- and complements every other value. It is critical to profit multispecialty academic medical center that our aspiration to be the best place for healthcare integrates clinical and hospital care with research anywhere and the best place to work in healthcare. and education. Located in Cleveland, Ohio, it was Will you discuss Cleveland Clinic’s outfounded in 1921 by four renowned physicians reach to underrepresented minority commuwith a vision of providing outstanding patient nities and efforts to create opportunities that care based upon the principles of cooperation, impact health engagement, health literacy, compassion and innovation. Cleveland Clinic has and cultural competence? pioneered many medical breakthroughs, includThis is multifaceted work that we have been ing coronary artery bypass surgery and the first engaged in for quite some time. Healthy individuals face transplant in the United States. U.S. News & beget healthy communities and our goal is to be World Report consistently names Cleveland a long-term partner with our communities in that Clinic as one of the nation’s best hospitals in endeavor. We have invested heavily in this space its annual “America’s Best Hospitals” survey. and know that there is much more to do. Cleveland Among Cleveland Clinic’s 70,800 employees Clinic’s 2019 community benefit was $1.16 billion, 88 LEADERS

demonstrating our commitment to creating a healthier population. We know that we must not only be thoughtful and deliberate with our actions, but also have some longevity resources applied to get us where we want to be.

How do you engage your employees in Cleveland Clinic’s diversity efforts?

Our employees are critical to advancing this work. We have 11 Employee Resource Groups and 13 location-based diversity councils. Members of these groups serve as ambassadors of diversity, equity, and inclusion throughout the organization.

They support strategies in recruitment and retention, provide personal and professional development opportunities, impact engagement and promote cultural competence and health equity initiatives across the communities we serve. Several of them have been recognized and ranked nationally for their work to advance diversity and inclusion.

Is it critical to have metrics in place to track the impact of Cleveland Clinic’s diversity and inclusion efforts?

Absolutely. It is imperative for any organization, but especially so in healthcare where we are touching and impacting the health and wellness of individuals. Metrics are an indication of how well we are doing. They signal to us when we lag behind, and happily, when we have achieved an aggressive goal. I look at goals with these three (T’s) in mind – is it tangible (achievable), is it tactical (is the strategy sound), and finally is it trackable (what metrics will be assigned that denote we have achieved what we set out to do). As important as having these metrics, you also need to engage in consistent benchmarking to ensure that you are in step with other high-performing organizations in this work. This is part of the continuous improvement model for inclusion, diversity and equity work.

How valuable has it been to have the commitment of Cleveland Clinic’s senior management in its diversity and inclusion efforts?

This is extremely valuable as we have deeply committed leaders who have been championing this work. They are a significant factor in our success. They lead, advise, sponsor, promote and use their influence to move us ahead. Without that sort of action and personal investment, this work falters and diminishes. Senior management must model that commitment so that others will follow. We know that it takes the whole village for this work to be fully realized and be meaningful for everyone. I count myself as extremely fortunate to work at an organization which models this every day.

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DIVERSITY & INCLUSION

The World of Work An Interview with Gordana Landen, Group Chief Human Resources Officer, The Adecco Group EDITORS’ NOTE Gordana Landen joined Adecco Group in 2019 from Signify (formerly Philips Lighting), where she held the position of Chief Human Resources Officer. She previously worked in senior human resources and project management positions at Ericsson and SCA (Svenska Cellulosa AB). Landen holds a bachelor’s degree in human resource development and labor relations from Stockholm University.

Over the past years, and especially after the COVID-19 crisis we have just experienced, the role of CHROs – and all HR people – has evolved. The rising emergence of new world working, diversity and inclusion, wellbeing, HR analytics, upskilling and reskilling, and the changing role of leadership have turned the HR function into a core focus.

Therefore, it is critical that CHROs are closely involved in business strategy.

Will you provide an overGordana Landen view of the Adecco Group’s diversCOMPANY BRIEF The Adecco Group ity and inclusion initiatives? (adeccogroup.com) is a leading global talent adviWe envision a world in which talent, not sory and solutions company. The Group’s mission labels, matters and where everyone has a chance is to make the future work for everyone, and every to be part of the world of work. Our diversity and day enables more than 3.5 million careers. The inclusion strategy aims to foster trust and collaborAdecco Group skills, develops, and hires talent in 60 ation and a corporate culture where we recognize countries, enabling organizations to embrace the and value differences to help our business, comfuture of work. As a Fortune Global 500 company, munities and clients win. Our approach encomthe Group leads by example, creating shared value passes multiple pillars: that fuels economies and builds better societies. Its • Inclusive leadership – ensuring diverse culture of inclusivity, entrepreneurship and team- thinking is respected, managed and applied work empowers its 30,000 employees. The Group at leadership levels. For example, we aim to has been consistently ranked one of the ‘World’s Best reach gender parity at the leadership level by Workplaces’ by Great Place to Work®. The Adecco 2030 and we have put in place different incenGroup AG is headquartered in Zurich and listed on tives and programs, such as the Female Talent the SIX Swiss Exchange (ADEN). The Group is pow- Program, to promote female leaders across all of ered by three global business units: Adecco, Talent the organization. Our board of directors earlier Solutions and Modis. this year already achieved gender parity.

• Conscious inclusion – driving an incluHow has the role of the CHRO evolved and sive culture and dialogue across our entire how critical is it for the role to be engaged organization through our behaviors, actions in business strategy? and continuous learning. For example, we

conduct regular pulse checks across the whole organization as part of a quarterly employee engagement survey. We have also included an “inclusion” section to track and monitor progress. Moreover, we are rolling out a global training program for our 30,000 global employees, regardless of their position or rank.

• Equity by design – enabling accessibility and equality for all through our processes and initiatives, minimizing barriers to maximize our collective potential for success. For example, we have put in place inclusive hiring practices, through addressing our recruitment processes, technology and behaviors • Putting well-being at the heart of everything we do – placing value on mental, physical and cultural well-being and providing services and support appropriate for the needs of everyone at the Adecco Group. For example, we have launched several well-being initiatives at Adecco Group to support people around the world during repeated lockdowns.

How engrained is diversity and inclusion in the Adecco Group’s culture and values?

As a people business, we put our expertise and energy into improving everyone’s chances of being part of the world of work. As one of the largest employers in the world, we recognize that we have a responsibility and opportunity to make a real difference around inclusion in the workplace. The path to inclusion starts with a single-minded focus on skills, on what each candidate or employee can do, rather than on their nationality, gender, race, age, background, religion, ableness or sexual orientation. Through

“We envision a world in which talent, not labels, matters and where everyone has a chance to be part of the world of work. Our diversity and inclusion strategy aims to foster trust and collaboration and a corporate culture where we recognize and value differences to help our business, communities and clients win.”

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“The rising emergence of new world working, diversity and inclusion, well-being, HR analytics, upskilling and reskilling, and the changing role of leadership have turned the HR function into a core focus. Therefore, it is critical that CHROs are closely involved in business strategy.” leveraging the power of diversity, we can drive more innovative decisions significantly faster, truly understand and represent our global customers, and improve our company culture, employee satisfaction and, ultimately, productivity and performance. We have a firm commitment to promoting equal opportunities for everyone working with or through the Adecco Group.

How critical is it to have diverse perspectives and experiences at the table when making business decisions?

Absolutely fundamental. More than ever, we need innovative, creative and curious mindsets to help us navigate a turbulent and constantly shifting landscape and the only way we can successfully do this is with diverse perspectives, experiences and approaches. Our new strategy is all about reimagining how we operate as a business to better serve our customers around the world. We have highlighted the behaviors we need to prioritize to meet the changing needs of our clients. Those behaviors include agility, curiosity, creativity and collaborative listening.

In this context, upskilling our employees is key.

How is the Adecco Group reaching out to different organizations and institutions to make sure it is reaching a diverse talent pool?

Complementing our internally focused activities, we actively engage with employers to develop programs that embrace diverse talent. This can be through bespoke programs where we, for instance, support employers in increasing the representation of people with a disability in their workforce, support them in the recruitment of refugees, help build out their employer value proposition, or via

dedicated solution lines such as our subsidiary Humando in France or the Fundacion Adecco in Spain. We also provide training on how to manage diversity effectively and run work-readiness and apprenticeship programs to help address skills shortages and increase the labor market participation rate of groups like young people. Through our new business unit, Adecco Inclusion, we are looking to deploy these solutions at scale, leveraging learnings from leading countries such as France and Spain.

We also campaign for more inclusive employment worldwide through a range of global partnerships, associations and other initiatives, including: • Paradigm for Parity®: A business coalition focused on eliminating the gender gap in corporate leadership, and we’re proud to lead by example in this respect. From 2019 to 2020, the share of female global leaders at Adecco Group increased to 32 percent from 26 percent. About two thirds of our employees are women which is a great testament to our efforts.

• Valuable 500: In 2019, we joined this global movement which puts disability and inclusion on the global business leadership agenda.

Hundreds of global leaders are uniting to unlock the business, social and economic value of the 1.3 billion people living with disabilities around the world. As part of our membership, we will continue to champion the integration of people with a disability in the labor market, notably by strengthening their employability.

• ILO Global Business and Disability Network (GBDN): As part of our role on the Steering

Committee, we’re encouraging business-to-business support and peer-to-peer learning to promote the inclusion of people with disabilities in workplaces. In 2020, the GBDN’s efforts focused on how to ensure that disability and inclusion remain a priority for companies.

• European Network Against Racism’s Equal@work: This multi-stakeholder network brings together businesses, social partners, NGOs, public authorities and academics committed to diversity and inclusion to find solutions to increase the participation of ethnic minorities and migrants in the labor market.

• Tent Partnership for Refugees: Tent was founded to mobilize the private sector to improve the lives and livelihoods of more than 25 million men, women and children forcibly displaced from their home countries by helping businesses identify and understand opportunities to help refugees. We joined this movement in 2020 because we strongly believe work is a social integrator and recognize the opportunity and the responsibility we have to contribute to the labor market integration of refugees.

What are your key priorities as you look to the Adecco Group’s continued efforts regarding diversity and inclusion?

Regarding diversity and inclusion, my key priorities are the implementation of our diversity and inclusion agenda in the new world of working (especially the hybrid model), the monitoring and tracking of the activity through data and analytics, and leading our transformation and our new strategy (called Future@Work) with diversity and inclusion in mind.

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“More than ever, we need innovative, creative and curious mindsets to help us navigate a turbulent and constantly shifting landscape and the only way we can successfully do this is with diverse perspectives, experiences and approaches.”

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DIVERSITY & INCLUSION

Personal Branding An Interview with Erica Lee, Chief Executive Officer, Marquis Who’s Who EDITORS’ NOTE In 2021, Erica Lee How has Marquis Who’s Who adapted was named the first female CEO of its business during this challenging Marquis Who’s Who. She is responand uncertain time? sible for driving the overall stratMarquis Who’s Who is comprised egy of the business while improving of a driven, determined, dynamic, operational efficiency of the comdiverse and dedicated team who is pany through software developdevoted to documenting, propelling ment, product updates, new process and preserving the careers, achieveinitiatives and effective personments and legacies of the most fasnel management. Lee has voluncinating, influential and noteworthy teer ed for or ganizations such individuals around the world. A as Autism Speaks, The Interfaith company with as long of a history as Erica Lee Nutrition Network, Island Harvest Marquis Who’s Who, which was estaband the Community Mainstreaming lished in 1898, has definitely operated Associates and served on the Board of Directors through many of America’s periods of turmoil, of the Early Years Institute, Caribbean Education upheaval, triumphs and change. It was incredFoundation, and the Summer Institute of the ibly important to retain the same standards and Arts at Yale, as well as on the Advisory Board culture even during one of the most tumultuof the Uniondale Foundation for Educational ous times in modern history. By maintaining Excellence (UFEE), and the exploratory com- consistency while we transitioned through the mittee for the Lincoln Center Institute for Arts challenges of a remote and hybrid work enviin Education Charter School. She was formerly ronment, we were able to retain talent and crethe Advisory Board Chairperson of Birthright ate an overall sense of stability. These are AFRICA and now serves as an ambassa- stressful times for all of us, so I also think it is dor for the organization. She is presently a important to help your employees unwind by Board Member of Harbor Childcare and Early offering fun, non-work related virtual events, Learning Center. Lee is also a member of the happy hours and webinars to support employee Collective of Concerned Black Professionals. engagement, team building and give employees She was recognized for her youth services work a chance to showcase hidden talent. by winning a Long Island Child and Education Will you pr ovide an overview of Advocate Award and, in 2019, was honored by Marquis Who’s Who’s services and how the Community Mainstreaming Associates for the company has evolved and transformed her advocacy and support of organizations pro- under your leadership? viding resources for adults with special needs I think everyone has heard of the term and developmental disabilities. Lee is a graduate Who’s Who and used in in their own lexicon of Yale University and has served as an Alumni Delegate-At-Large.

COMPANY BRIEF Established in 1898 by company founder, Albert Nelson Marquis, Marquis Who’s Who (marquiswhoswho.com) began publishing biographical data in 1899.

Since then, Marquis has remained the standard for reliable and comprehensive biographical data. The family of Marquis Who’s Who publications presents unmatched coverage of the lives of today’s leaders and achievers from the United States and around the world, and from every significant field of endeavor. While Marquis continues the time-honored tradition of publishing print titles, an emphasis is placed on creating powerful online tools and products and exceptional branding services and networking opportunities.

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as it has been synonymous with an elite grouping of individuals at the top of their respective industries and fields. Marquis has a long history of documenting the biographies of noteworthy individuals across a multitude of career fields and industries. Our founder, Albert Nelson Marquis, traveled America in search of the best and brightest in order to publish our flagship directory, Who’s Who in America, in 1899. We have actually covered 22 U.S. presidential administrations. Since its inception, Marquis has been committed to preserving legacies of our biographical listees so that their stories will be recorded for future generations to gain insight and inspiration.

While Marquis has made an indelible imprint in American culture and zeitgeist, sitting at the helm during such a pivotal period in history caused me to reflect upon Marquis’ own legacy.

Marquis has and always will be an invitation-only organization, meaning you can apply, but you cannot buy your way into the organization. Upon application, every candidate is interviewed by a submissions director before inclusion. Marquis was primarily a publishing company with over 24 different book titles segmented by industry or geographic region. In the early 2000s, we launched a subscription model through Marquis Biographies Online, which is the searchable directory that is accessible for research purposes by many of the major academic institutions around the world, corporate libraries, private libraries and media outlets as well.

“In 2016, when I joined Marquis, we moved the needle further and created a personal branding division, which focused on lifting these interesting individuals off the pages of our registry and gave them life online and in print.”

VOLUME 44, NUMBER 3

In 2016, when I joined Marquis, we moved the needle further and created a personal branding division, which focused on lifting these interesting individuals off the pages of our registry and gave them life online and in print. We were surprised to see how many of our listees did not own their own domain name, didn’t have a personal website or a video biography.

We created a host of products and services to help our biographical listees brand themselves online, gain greater visibility, tell their stories and leave a lasting legacy for future generations through news releases, features in the Marquis Millennium Magazine, The Wall Street Journal, United Airlines Hemispher es, Bloomber g Business, Forbes, etc.

Aside from adding additional services to our business model, I began to delve into my network to connect with companies owned and operated by minorities and women in order to forge strategic partnerships for the benefit of our biographical listees. I enlisted the expertise of attorney, political commentator, television and broadcast personality Star Jones to create an innovative fireside chat series called The Star Treatment for our distinguished listees. These one-on-one, in-person interviews with Ms. Jones delved into the true spirit of what made our listees successful. During the pandemic, we were able to continue to create meaningful content while conducting interviews safely over Zoom.

I also resurrected Who’s Who of American Women, which was first published in 1959 but went defunct for over ten years, and repurposed it to encompass professional women worldwide. While we will always publish our print titles like Who’s Who in America, Who’s Who in Law, Who’s Who in Healthcare and Medicine and Who’s Who of Distinguished Professionals, our branding products now truly provide value for our listees from a digital perspective. I would say nearly 70 percent of our business is now driven through personal branding. Now that more business is done online rather than in person, it is more important than ever to have an online presence. We have a number of strategic partnerships lined up for 2021 along with launching an initiative to help the next generation of innovators called the Emerging Leaders program which will connect up-and-comers with influential mentors.

How engrained is diversity and inclusion in Marquis Who’s Who’s culture and values?

When I think of the past year in review and where we are today, the word “syndemic” comes to mind. We have truly witnessed the convergence of multiple epidemics that have reached their tipping point, whether that is from a public health, systemic racism, or gender inequality perspective. Maintaining status quo was no longer acceptable and companies were forced to take a hard look and address some of these issues within their own organizations. We are also witnessing changes within the leadership of this country with a minority female Vice President, Kamala Harris, and the installation of Janet Yellen as the first female Treasury VOLUME 44, NUMBER 3

Secretary. Companies are paying attention to changing tides and understand that DE&I is not just a hip acronym, but something their employees and customers are holding them accountable for. It is important to acknowledge that just because you are a half black, half Asian female CEO, like myself, doesn’t mean you were born with a DE&I playbook. I think that was a shortcoming for many companies during the uprisings last year. They looked around to find the minorities and sent frantic emails asking them for help solely based on their race or gender.

That was neither a fair nor genuine approach.

Prior to the pandemic, I was proud of leading an organization that was comprised of 82 percent women. At Marquis, women not only had a seat at the table, we were instrumental in building and designing the table at which we sat. I was in an interesting position as I advocated for improving our outreach to the minority and LGBTQ+ communities, while recruiting more males to our team. Our VP of Human Resources and Development, Deborah Morrissey, was tasked with creating an entire program around diversity and inclusion recruitment. Concurrently, we took advantage of a precarious job market in which we were able to attract seasoned professionals who were at pivotal points in their careers. We are also actively recruiting individuals who are looking to reenter the workforce after a lengthy hiatus and others who were stagnant in their other companies. Our new recruiting efforts are breathing renewed zeal into our employees and creating a beautiful mosaic of independent thinkers from a multitude of backgrounds. We also created a pipeline with colleges and even high schools for summer internships, particularly in underserved local communities, from which we are drawing new talent.

Outside of our internal structure, I formed a Selection Committee, launched the Marquis Maker’s List series and tapped Star Jones, who has made DE&I her life’s work, as the Executive Editor. The Marquis Maker’s Lists seek to highlight, celebrate and recognize those people whose ideas, philosophies, positions, example, standards, talents, gifts, aptitude, discoveries, innovations or breakthroughs have the ability to influence, effect change and transform the world we live in. Each list consists of those who by their thoughts, words and deeds, inspire, motivate and encourage us all to be our best selves through service, ingenuity and action. Each month we compile two lists, one main focus and a supplemental list, which are inspired by or coincide with awareness or celebrated heritage months.

Our May lists were devoted to Innovators in our version of STEM (Science, Technology, Education and Medicine) and Asian/Pacific American Catalysts for Change. Our June Lists focused on LGBTQ+ Catalysts for Change and Men of Prominence Making a Difference or our “Lions List.” This month in the spirit of Independence Day, we are highlighting Attorneys, Activists and Agents of Change. Our supplemental list the Peacekeepers, Protectors and First Responders will pay homage to those who risk their lives to preserve our freedom,

defend our civil liberties, and keep us safe every day. Our Makers are not just people you know, but we are breaking news by bringing to the forefront names you don’t currently know, but need to know. The Maker’s List series has been featured on Cheddar TV and Nasdaq Spotlight, and in The New York Times, The Hill, The Ladders, and Business Insider, just to name a few.

I acknowledge that it took over 120 years for Marquis Who’s Who to appoint its first woman CEO and this is indicative of the fact that we have a long way to go to make top down changes in diversity, equity and inclusion. Under my leadership, I am committed to doing the hard work, both internally and externally, that will create a positive and lasting impact on this organization for years to come. Concurrently, I am determined to help chip away at this ceiling until there is no glass left, and I stand ready with my heels on.

What advice do you offer young people beginning their careers during this challenging and uncertain time?

There is no longer just a singular path to success in business. Young people should ask themselves, what am I passionate about and what is my own value system. Then, find companies that align with your own moral compass and apply for internships and positions. If you are hired, you need to show up each day thinking of ways to improve productivity and build efficiency. After a few months of learning the lay of the land, start suggesting ideas to management. If they are easily implementable, then ask to lead the project, seeing it through to execution. Small wins will begin to stack up and eventually you will be noticed. Also, if there are non-work-related team exercises, sign up.

Become a team player with valuable insight and you will set yourself apart from your peers.

Fortunately, the digital age enables young people to carve their own paths in business from earlier ages. YouTube, Instagram, TikTok, Patreon and other social media platforms create a space for reaching a broad audience, monetizing ideas, and curating new content. Similarly, I tell young people to find their passion, then study the biographies and stories of influencers in that space. Dissect how they think, their approach, watch videos about their journey and how they became successful at their craft, and then create your own lane. Just because something looks easy does not mean it is. Successful people are incredibly disciplined, wake up with purpose and ascribe to a methodology that works for them. Warren Buffett is quoted as having read a biography of his professor while he was a student at Columbia Business School that was listed in Who’s Who in America that changed his approach to business and ultimately led him to start GEICO. Do your research, build a business plan, then set your plan in motion. The worst thing you can do is stay in research mode, without ever taking action. You can theorize forever, but until you put your idea into practice, you will never know if your hypothesis works or not. Moreover, in these scenarios, you will either be inviting yourself to the table or making your own table.

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Sharply Perseverant An Interview with Sean Magee, Founder and Chief Executive Officer, Anchor Trading EDITORS’ NOTE Sean Magee served such, we believe that it is crucial to have in the United States Navy onboard a shared set of values, goals, attitudes and the USS. Thorn (DD-988) in suppractices that define our brand. port of Operations Desert Shield and Our company symbol is the Anchor, Desert Storm. In 1996, he joined and it represents the strength and steadfast Active International as a Media approach that we take not only to busiMarket Specialist and rose quickly ness, but also to our lives. The Anchor through the ranks in Active’s Sales and moors us and keeps us grounded, not Account Management Department just as individuals, but as a team, just like becoming Vice President of Sales a ship’s anchor moors the ship to the botfor Enterprise Accounts. In 2008, tom of the sea, keeping it in place.

Magee left Active International to join When I served on the USS Thorn Sean Magee Sherwood Trading Group as Executive (DD-988), the ship’s motto was “sharply Vice President. He is an active particperseverant.” The meaning of this is to ipant and supporter of his community and vet- be very targeted, and to act quickly and decisively eran causes and sits on the Board of Directors for with a never quit, dogged persistence. I could not B.R.i.D.G.E.S., the Advisory Council for New York think of a better motto for Anchor as a company, State’s PFC Joseph Patrick Dwyer Vet to Vet Program, and we have adopted it as our own. At Anchor, and Rockland Community College’s Veteran Affairs we strive to be sharply perseverant in all aspects of Board. He is also a Rally Champion for the National our business, whether it is sales, finance or media.

Relay of Carry The Load, a 501(c)(3) national charAt Anchor, we have adopted many aspects of ity whose mission is to restore the true meaning of the military into our culture. One of the things I’m Memorial Day while honoring and supporting the proud of is the Anchor Challenge Coin we have military, first responders, firefighters and police offi- minted which is used extensively in the military and cers. Magee graduated from the State University of among first responders and is a small metal coin New York at Cortland with a BS degree in polit- that represents organizations, units, teams or special ical science with a concentration in international accomplishments. The Anchor Challenge Coin is a relations. representation of both our military heritage and our sense of teamwork, and it has become part of the COMPANY BRIEF Anchor Trading (anchor company culture, especially when we meet with our trading.com) is a full-service, independent, and existing and prospective clients and vendors. veteran-owned corporate trade and media buying In summary, we bring a team approach to company that provides financial and marketing work every day, using a grounded, disciplined attisolutions to consumer advertisers across industries. tude of respect, integrity and loyalty to each other, Anchor’s corporate trade programs improve EBITDA our clients and our partners. and increase cash flow while restoring full value to How critical is it for Anchor Trading to any type of underperforming asset including, but not build a diverse and inclusive workforce in limited to, excess inventory, real estate, fleet vehicles, order to bring diverse perspectives and expecapital equipment, and unwanted sponsorships. It is riences to the table when making business a cutting-edge technology-driven media company decisions? that invests in and secures all types of media includWe are the proof that enlisting diverse pering programmatic, mobile, television, radio, print, spectives and experiences provides the best results and out-of-home. Anchor clients have the option of for our clients, while building an extremely strong paying for their media and other goods and services corporate culture. As a veteran-owned business, this with cash, an underperforming asset or a combina- is in our DNA. We know first-hand that skill, inteltion of both. Anchor is a member of the American ligence and capabilities come in all shapes and sizes, Association of Advertising Agencies and is certified and employees are not just “employees,” but rather by the U.S. Department of Veteran Affairs. teammates and, like any great team, we all depend on each other, irrespective of whatever role each How do you describe the Anchor Trading cul- person plays in the organization. Building an organiture, and how critical is culture to the success zation that embraces diverse perspectives and expeof the company? riences is a win-win-win. Our clients win, Anchor as A strong company culture is the unifying a team wins, and the individuals win in their own thread that keeps a good company together and as respective professional growth. Our efforts not only 94 LEADERS

strengthen the workforce by positively shaping the culture and ensuring equal opportunities, but also assist in meeting the increasing demand of attracting and retaining highly skilled workers. We are always looking to grow, bringing new and fresh perspectives to the table for us and our clients which puts us on a path to greater success.

What do you see as Anchor Trading’s responsibility to the communities it serves and will you highlight Anchor Trading’s support for veterans?

Anchor was founded primarily to provide business services that provide financial and marketing value to our clients. However, the company has a secondary, but no less important, mission, and that is to give back to the veteran community. One way in which Anchor achieves this mission is to provide veterans with employment opportunities in an industry they typically would not enter. Anchor’s culture is driven by a service-to-others mentality, and we strongly feel that our business success has given us a great platform to provide opportunities for the veteran community. We are proud to say that more than 21 percent of our team are veterans. On a personal level, I have hired six veterans from nearby Rockland Community College, and I am proud to have had the opportunity to mentor them through post-military life.

Secondly, Anchor is committed to providing charitable support to our veteran community. As an example, every year for the holidays, we are proud to partner with Veterans Angels of Hope to provide more than 1,500 holiday dinners to veterans and other military families across Rockland County.

In addition to our service to the veteran community, Anchor donates a portion of its profits to charities that benefit veterans and their families. Since inception, we have donated more than $850,000 to select veteran, military and humanitarian charities including Carry The Load, Legacies Alive, The USO, the Memorial Order of the Purple Heart, and Baking Memories for Kids. With our continued success, we look forward to doubling that number in the next five years.

In addition to providing services for our clients, we strongly believe that it is our solemn responsibility to give back and extend a hand of compassion to help pull others up along the way with us. Whether that is through employment or other types of support, financial or emotional, we strongly feel it is our duty to play a part. We have a deep passion to give back and work together to make a difference in our community, and that is probably the biggest part of our success that I am most proud of.

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VOLUME 44, NUMBER 3

CGCC Leaders Roundtable with Maurice R. Greenberg

Candice Niu, China General Chamber of Commerce; Chen Xu; Yugiang Xiao; Nong Ding; David Schner, LEADERS Magazine; Maurice R. (Hank) Greenberg, Starr Insurance Companies; Sunny Wang; Lu Cao; Linggang Cheng; Daniel Chen; Shau Zhang; Angie Zhu; Zhenge Zhao; Jeffrey He; Chunyin Fang; Yuyong Rao; Li Wang; Kang Pan; Xue Luo

On April 8th, CGCC was honored to invite Maurice Greenberg, Chairman and CEO of Starr Insurance Companies, to lead CGCC’s first “Leaders Roundtable” event of 2021. During the event, Mr. Greenberg shared his perspectives on Starr’s over 100 years in China, the future of the U.S.-China relationship and his extensive experience bringing the two business communities together.

Special thanks to David Schner from LEADERS Magazine and to Starr Insurance Companies.

Letters From Leaders

LEADERS Magazine has spent the past 44 years presenting the thoughts and ideas of the world’s leaders to fulfill its mission of being a global forum for leadership. As the world addresses multiple crises simultaneously, from public health to social justice to food insecurity to climate change to cyber security, we feel a responsibility to provide a platform for today’s leaders to offer guidance, inspiration and optimism to the next generation who are concerned and uncertain about the future.

It is the next generation that will lead the way and drive true change. While these are challenging and difficult times, this next generation has showed its strength and resilience during this unprecedented time, offering hope that change is possible.

LEADERS Magazine has continued its tradition of asking some of the leaders that have been featured within its pages to write letters with their advice and guidance to those who are currently in school or beginning their careers. These letters build on the words of wisdom published in past issues as you will see from the excerpts below: “Loyalty. During times of crisis, the loyalty and commitment to the team, to one another, proves invaluable when facing the unknown. Loyalty built over years of service together pays dividends during strife.”

Jerry Reinsdorf, Owner, Chicago White Sox and Chicago Bulls “A leader is a problem-solver. A leader steps up to identify, understand, confront and resolve problems. A leader does not preside. A leader does not run away from problems or pass the buck so others take the heat for tough choices.”

Carly Fiorina, Founder and Chairwoman, Carly Fiorina Enterprises and Unlocking Potential Foundation “The path of life will inevitably travel through dark and turbulent times; it’s easy to lose sight of the bigger picture when confronted by a grave crisis like the COVID-19 pandemic.

As a future leader, you need to learn to know yourself well enough to identify when you are losing perspective – and, how to fix it!”

Sean S. Buck, Vice Admiral, U.S. Navy, 63rd Superintendent of the U.S. Naval Academy “Attitude is where it all begins; this is the foundation. You have to believe in yourself and demonstrate self-confidence so that those around you will believe in you. To succeed, you must be persistent and determined.”

William R. Berkley, Executive Chairman, W. R. Berkley Corporation “For our younger Americans, we are counting on you. You are the future. You offer new and innovative ideas, new ways of solving problems, new ways to collaborate and communicate.

You offer creative ways to bring people together. You will have opportunities to achieve things that none of us here today can even imagine.”

Ann E. Dunwoody, General, U.S. Army, Retired “I want to also give you a little gift: a reminder that you are made special and you were made to do special things. You must never forget that. Take a moment to sit down and think about it, check your heart and you’ll find out exactly what it is that you’re supposed to do.”

John R. Kasich, Founder, Kasich Company It is during difficult and challenging times that leaders step up and show the way, and I know I speak for all of our readers when I say that we are excited and confident to see what you will accomplish in the years ahead.

David W. Schner President & Executive Editor LEADERS Magazine

96 LEADERS

VOLUME 44, NUMBER 3

Letters From Leaders

We are emerging from the most challenging 16 months of our lives, yet the shadows of this unprecedented crisis remain. There is hope because millions of people are benefiting from vaccines and because the global economic recovery is under way. But too many lives and livelihoods are still ravaged by the pandemic, young people and women continue to bear the brunt of the crisis, and far too many face rising poverty, homelessness and hunger.

If we are to lift these shadows, we must take the right actions now. We must work together to secure the recovery and build a more resilient and inclusive post-pandemic world. It is not going to be easy to transform our economies, but it will make a huge difference for the well-being of our society. On a personal note, I am reminded of another historic turning point. I was born behind the Iron Curtain in a world that no longer exists.

Its collapse caused a great deal of pain to ordinary people – I vividly remember how hyperinflation wiped out in days my mother’s life savings. On the whole, the transition to a market economy was worth the pain, as it opened up access to opportunities and brought improvements in living standards for millions of people. But I wished back in those days more attention had been paid to the impact policies had on the most vulnerable people.

This experience, and my decades of work at the World Bank, the European Commission, and the IMF, have taught me an important lesson: policies must always be about people, and we always have to be mindful not only of the benefits they bring, but also of the potential negative impacts and how these impacts can be mitigated.

To lead the IMF at this pivotal moment is intense, humbling, and truly inspiring. Intense because never in our history have we delivered so much so swiftly: $110 billion for 84 countries to help them fight the crisis.

Humbling because the horrific impact of the pandemic reminds us how interconnected and interdependent we are, and how dependent we are on Mother Nature. As we beat the pandemic, we must step up our fight against the climate crisis. Inspiring because I have seen first-hand how our membership of 190 countries has come together to seek a way forward. We are now preparing an unprecedented allocation of Special Drawing Rights of $650 billion which will boost all members’ ability to face adverse shocks.

Today we witness a two-track economic recovery that is increasingly driven by a two-track pandemic. A small number of advanced and emerging economies are powering ahead, while poorer countries are falling behind. That is fueled by the uneven distribution of vaccines across the globe. We know what has to be done: we must end the health crisis everywhere.

Ahead of the G7 Summit, the IMF published a $50 billion roadmap to accelerate the equitable distribution of health tools. With an aim to vaccinate at least 40 percent of the global population by the end of this year, and 60 percent by mid-2022, the plan is supported by the World Health Organization, the World Trade Organization and the World Bank. By boosting economic activity, this effort would lead to estimated gains of $9 trillion by 2025 – making it the best public investment ever.

Coming out of the frenzy of these last months one conclusion is clear – the urgent need to increase the world’s resilience. We know that the cost of being unprepared far outweighs the cost of investing in resilience.

We know that coordinated efforts are critical. Just one example: we did not have another global financial crisis last year, partly because we had worked together over the past decade to strengthen our banking systems. Now we must do everything in our power to boost the resilience of our economies.

We need to fully embrace the concept of investing in people – in their health, social protection, and education, thus ensuring greater access to opportunities. We must build on the digital transformation that the pandemic has hastened. We must accelerate climate actions by implementing well-sequenced mitigation and adaptation strategies.

The good news is that a new momentum is building towards greener, smarter, and more inclusive economies. It is our common responsibility to seize this historic opportunity for transformation. As we work together to dispel the shadows of the crisis, we can build a brighter future for all.

Kristalina Georgieva Managing Director, International Monetary Fund VOLUME 44, NUMBER 3

LEADERS 97

Letters From Leaders

If there’s anything that 2020 and 2021 taught us thus far, it is that it’s hard to predict what the world will hurl at us. From the pandemic, to climate change, to social unrest in several countries, to the galloping new advances in technology, it seems we’re facing a perfect storm of complex challenges. As a leader, many times you feel like you’re at the helm of a big ship in the midst of that storm, fighting to stay the course, gripping with all your might, hoping the rudder is effective and the mast holds. Good leaders are the ones who get after these challenges with courage and consistency using their moral compasses to find true north and stay the course. I want to share four leadership lessons I’ve learned over the years in the Navy, both at sea and ashore.

The first is that leaders must be able to “see around corners.” While your teammates are focusing on today’s challenges, you have to “play tomorrow ball,” anticipating the issues your team must address in the coming weeks, months, and years. One of the ways I try to think ahead is by carving out time to stop, reflect, and write down my thoughts about the future – yes, I do believe in journals. Reading history is another important habit because you can always find lessons from the past to help you fight the challenges of the future.

Second, do your homework. When you have an important meeting or event you must attend, do your background research. Prepare to the best of your ability. When I worked for former Secretary of Defense Jim Mattis, I saw firsthand someone who always did his homework and internalized every memo and background document. If you expect your teammates to do their homework, you must also hold yourself to that high standard.

Three, stay hungry. Never stop learning. Keep your curiosity, your passion, and your drive. As you move higher up the professional ladder, it’s easy to rest on your laurels. Don’t get complacent – strive to be better each and every day. I try to surround myself with people who continually push me to grow and improve.

Finally, every leader must build trust within his or her team, but in order to do that, you must first look in the mirror and ask yourself “who trusts me?” The only way for any team to get things done is if each teammate can look to the left and the right and say, “I trust myself and my team and I believe they trust in me.” It’s up to the leader to facilitate a culture of trust, empowering teammates to carry out their tasks with determination, character, creativity and gusto.

See around corners, do your homework, stay hungry and build trust. I hope that, in the storm we call life, this advice serves you well on your own personal voyage to help you sail true north.

Admiral Craig S. Faller Commander, U.S. Southern Command

98 LEADERS

VOLUME 44, NUMBER 3

Letters From Leaders

Since the start of the pandemic, we have seen how resilient the human spirit is. We have learned how to prevail in the face of constant uncertainty, we have dealt with an unfathomable amount of loss, and our normal routines have been uprooted. Yet, we have also learned to adapt and overcome.

As leaders of tomorrow, it is your responsibility to embody that resilience and learn from the lessons the past year has taught us. Over the course of your careers, you will face many challenges, all of which will present their own unique set of problems, and it will be up to you to find the solutions.

In my own role, I encourage my teams to put our customers at the center of everything we do – start with the customer, figure out their pain points, and think about how we can add value. The same is true for any problem. Work backwards, consider multiple perspectives, and think about what it is you’re trying to accomplish.

For all the devastation this past year has brought, I am hugely optimistic over what the future holds. For all the pain and suffering we’ve endured, we’ve also seen the very best of humanity rise to the fore. Our first responders, doctors, nurses, scientists and caregivers have all inspired me in moments of doubt.

I implore you to share that sense of hope, and live your lives in the knowledge that no obstacle is truly insurmountable. After all, it is you, the young, that continue to carry the torch on many of the world’s most pressing issues. From racial equality and human rights, to climate change and environmentalism, it is the young that continue to demand more from us and break down barriers that have never been broken.

The world needs your fight, deserves your passion and demands your courage. For there are plenty of problems left to solve.

Tami Erwin Chief Executive Officer, Verizon Business

VOLUME 44, NUMBER 3

LEADERS 99

Letters From Leaders

This is a generation like no other in a century. In a short period of time, it had to overcome a global financial crisis and a pandemic. While every class is special in its own way, I believe that yours is particularly special. You are not only a symbol of humanity’s capacity to learn, improve and endure, but also to overcome.

These times have reminded us of two unavoidable truths with which all generations, old and young, will have to live for years to come: firstly, that the nature of our most pressing challenges are global; and secondly, that it will be only through cooperation that we will be able to tackle those challenges. Centuries ago, the English poet, John Donne, put these unavoidable truths in more beautiful words, which I paraphrase: “No human is an island, entire of itself.”

The magnitude of the current pandemic has made us all feel similarly vulnerable.

While during the past months we have managed to appreciate the importance of collective global action, we have also witnessed the lack of it. We have learned that selfishness is not the way, it will only aggravate the global threats that humanity is facing. We will not be able to find the answers that we urgently need to our common problems in the exercise of freedom without responsibility and a strong sense of community.

The experience and knowledge that this generation of graduates has acquired over the past months are some of the most powerful assets that we can count on to tackle the most pressing global challenges.

From avoiding new pandemics to fighting climate change and defending democracy around the world. From discovering new technologies to cure diseases to writing new international covenants and setting up the most promising start-ups. As I said before, this is a generation like no other in a century because of the obstacles they had to face, but also because they are one of the most educated and technologically-advanced generations of students in history. You are smarter and you are stronger.

I dearly hope that you use that knowledge wisely. That you use it to create and not to destroy. To share and not to accumulate. To include and not to exclude. I am confident that whatever you decide to do in the future, you will carry with you the spirit of hard work you forged in these adverse conditions and the lessons you learned on the importance of cooperation among human beings as a condition for their survival.

In sum, that you can realize the truth that “no human is an island, entire of itself.”

Laura Chinchilla Miranda Former President of Costa Rica

100 LEADERS

VOLUME 44, NUMBER 3

Letters From Leaders

Even prior to COVID-19, many parts of the world were facing a multitude of serious challenges including high unemployment, political instability, and humanitarian crises.

As we face these and other challenges going forward, we must ensure that youth in every corner of the globe are given greater access to hope and opportunity.

First and foremost, we need to be honest with our youth, and that means finding creative ways to prepare them for a world in which many of the jobs of today will no longer exist, and the jobs of tomorrow will not be built to last anywhere near as long as the jobs of yesterday. We also need to think about education as a way to equip youth with means to identify and pursue their own strong sense of purpose, rather than simply as a way to prepare them for the labor market.

The key to building resilient societies is not just to ensure that people have access to jobs, but also that people have purpose and meaning in their lives. One of the most immediate things that we can do to help achieve this, and this applies to all regions of the world, is to help create more connected communities, and this begins at the neighborhood level. It may seem obvious, but when people, especially the young, feel like they are part of something bigger than themselves, it becomes easier for them to connect with one another in the pursuit of common interests and goals. Education has an important role to play in this process, but so do businesses, the government, media and other institutional stakeholders in our society.

With education, many of the old models of educating are simply no longer fit for purpose. We therefore need to develop new models of education that are more human-centric, focused less exclusively on developing technical skills and more on developing people. We need to place greater emphasis on mental health, selfconfidence, cultivating empathy and compassion, critical thinking, and equipping people with soft skills that will serve them well no matter what happens to one particular industry or another. As long as there are humans walking the earth, these skills will be in demand.

My advice to young people is simple: if you’ve got an idea for a business or social project, go for it.

We have no shortage of talent and creativity in the world, and I would encourage more people to pursue their entrepreneurial spirit and grasp meaningful opportunities wherever they see them. This applies during a pandemic just as much or even more than it ever did. You may not succeed at first – the capacity to fail, and learn from failure, is a critical part of the entrepreneurial journey. What is important is that you fully embrace the journey, and wherever possible live and breathe the problems you are trying to solve. You spend 99.9 percent of your life working on the path, and 0.1 percent experiencing the euphoria of success or the disappointment of failure. If you’re not fulfilled by the journey, you’re wasting your life.

Don’t be afraid to regularly question why you are doing something in order to ensure it is aligned with your sense of purpose and values. And wherever possible, create opportunities for others to put their energies and passions into, as this is the most effective way of building a great team.

Finally, never forget to send the elevator back down. Success without giving back and helping others achieve their potential is not true success.

Badr Jafar Chief Executive Officer, Crescent Enterprises

VOLUME 44, NUMBER 3

LEADERS 101

Letters From Leaders

We all have at our fingertips the work of many researchers, scholars and specialists who develop excellent theories and write wonderful books about leadership. My contribution, then, will focus on my experience and spring from what I have lived and live in my daily activities. I have occupied managerial or executive positions in many different organizations. I have been an executive with IBM in my native Argentina and with Telecom, where I was the CEO of the then third largest company in my country. From there I moved to the multilateral world and became COO of the World Food Programme in Rome, to later be appointed as Under-Secretary-General in New York in support of the United Nations Peacekeeping Operations worldwide. I then finished my career in the United Nations as Chief of Staff (called “Chef de Cabinet” in the UN), a position that I left to become Minister of Foreign Affairs and Worship of Argentina.

Today, I am Dean of the School of Global and Public Affairs at IE University in Madrid. I am also one of the founders of GWL Voices for Change and Inclusion, an organization whose members are 54 women who have occupied important positions in the national and international arenas and whose purpose is to advance multilateralism and gender equality in the world.

In all those positions, with different responsibilities and resources, I have always performed as a manager to the best of my capacity. I have planned according to my goals, my resources, and the reality of the environment in which my organization developed its actions. Sometimes the environment was mainly determined by the marketplace, the available technology, the competitors and the regulators. Other times, the fundamental conditions were dictated by political realities, by humanitarian priorities or by the stipulations defined by donors. I have always carefully allocated the available resources to optimize execution. I have established feedback mechanisms and systematic controls to be ready to adjust plans and allocations as needed. Most importantly, I have paid close attention to my staff to understand where in the organization their contribution would be optimal, where they could best complement my own skills and what type of support, coaching and training they required to continue developing. Thus, in my role as a manager, the best possible scenario is that my plans would materialize without major disruptions. As a manager, I am an advocate for stability.

As a leader, in spite of achieving or exceeding our goals, I always feel uneasy about what we are doing. I suspect that we can do things at a completely different level, that we can engage with our “constituents” (customers, beneficiaries, policymakers, etc. depending on the organization) at an absolutely new level. It is a vision that says that we can take our organization to act at a superior level that was never tried before. As a leader, I am an advocate for change.

The vision becomes clearer the more I listen to the people I work with and it not only becomes clearer for me, it becomes clearer for all involved - it becomes our shared vision, one that we can all put our best efforts to achieve. As a leader, you are not the enlightened visionary. You have the passion to move things to a new, significantly higher level, and you have the humility and the patience to listen seriously, because it is from that listening and learning from multiple people that your strength comes. Real innovation comes from allowing people to freely express their views to create the material from which new ideas can be constructed.

That strange master of irony and leadership who was Niccolo Machiavelli wrote in The Prince: “It ought to be remembered that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.” Regardless of what degree of validity you assign to this statement, it certainly reminds us that leaders needs to enlist their people to become committed agents of change. The only way that this can be achieved is by spending time understanding people’s ideas and experiences and listening openly and with a disposition to change your own views. As a leader, you are passionately committed to take your group to a higher and better status for the good of the organization and of the individuals, but you are not committed from the start to the specific details of how this new status will look like.

Leaders have the passion, the capacity and the humility to work with their people to foster positive change in their organizations. However contradictory these two roles – as manager and as leader – may often appear, to be able to nimbly and deeply take on both is a fundamental trait of successful individuals and organizations.

Susana Malcorra Dean of the IE School of Global and Public Affairs and Former Minister of Foreign Affairs and Worship for the Republic of Argentina

102 LEADERS

VOLUME 44, NUMBER 3

Letters From Leaders

First things first, I believe in you. I know you’ve spent the year isolated. You’ve stood six feet apart from everyone around you, wearing a mask and navigating what seemed so unpredictable during the worst pandemic in a century. But let me tell you: Have faith. You’re going to be OK. At High Point University, I often tell our students that your present circumstances don’t determine where you go. They merely determine where you start. So, see this time as a recess to reassess. To start, ask yourself three questions: • Where have I been?

• Where am I now?

• Where do I want to go?

Write down your answers. What you come up with will help you figure out where you are and where you want to go, who you are and who you want to become. Your answers will represent the goals you want to set in your life, and they will be based on the values and beliefs you hold close. Map your progress and you will find the moral compass of your life.

Your path forward can be confusing, even daunting. You know that. But remember, whatever life throws you, whatever situation you’re in, your values and beliefs can point you in the right direction. Think of it as a math equation. Your beliefs lead to your behaviors, and your behaviors lead to your results. If you don’t like the results, don’t fuss about your behaviors. Examine your beliefs and realign them. When you know what you value and what you believe, you will be laser-focused on the things that matter to you. Those things will anchor your life.

Next, talk to people you trust. Ask them about their life. Hear how they came to be and heed their advice. They can help guide you because they can share the journey they took, not the destination they found. It is one of the most important things you will ever learn. I call it “relational capital.” Life is all about connecting with other people and those connections will help you understand the power of two words: influence and impact. Influence is not about power or control. Influence is about collaborating with others, sharing your passion and being trustworthy. When you do that, you build your credibility with others, and the impact you make will affect you and those around you for years to come. That is what makes life beautiful and your existence on this Earth so valuable.

You will have to navigate many unknowns in your life. Don’t turn away. Face them. Then, ask yourself three more questions: • What is the best thing that can happen?

• What is the worst thing that can happen?

• What is the most likely result?

If the most likely result will take you toward where you want to go – and if you’re willing to deal with the worst in exchange for what could be the best – take the leap and watch what happens. You will overcome your fear of failure, leave your comfort zone behind and discover a path toward something even more purposeful, more aligned with the passion that excites your life. Fear will sap your passion and doing nothing will get you nowhere. Put yourself out there because no one else will put you out there – but you.

So, do your homework. Ask yourself a handful of questions and look within to see what’s in your heart. You’ll find what matters to you. Then, follow the advice of my mom. She had a fourth-grade education, a PhD in common sense and a knack for being profound. “Who you spend time with is who you become,” she told me. I do believe that.

As you head out of the pandemic, believe in the art of the possible. You have the power to be the architect of your future.

Design it well and embrace it with enthusiasm. It will spark your creativity and give you the insight you need to become who you want to be.

Here’s to your next step in your life. God bless you on your journey.

Dr. Nido R. Qubein President, High Point University

VOLUME 44, NUMBER 3

LEADERS 103

Letters From Leaders

The last year has not been easy for anyone. Many have mourned the irreparable loss of a beloved person. Others have suffered the enormous burden of disease in their families, the loss of their jobs, the closure of their business, the cancellation or indefinite delay of important personal and professional goals. In difficult times like these, true leaders need to refocus on the basics: people and values.

As I often say to my team: a company will be as good as its people, and its people will be as good as its leaders. But being a good leader is no longer the same as having big titles or the best qualifications. Competence is important, of course, and you should keep striving to become better at what you do, always paying attention to detail and quality.

What will make the difference in your professional and personal life is the example you set with your actions. People will hear what you say, but if you want to inspire them to join your vision and plans for the future, you need to walk the talk. What you think, what you say and what you do, all of these need to be aligned so people can really trust you. Trust is the foundation of any healthy relationship. If there is no trust among its members, no family, community, company nor nation can thrive and succeed.

Doing the right thing is easier when the stakes are not high. However, as any experienced leader would tell you, doing the right thing, even at a personal cost, is the real measure to build character as an ethical leader.

You will identify those key moments when a difficult choice has to be made - your stomach aches because you are worried sick. At those moments, breaking the rules or taking a shortcut could seem to be the easy way to avoid some damage or get a quick gain. That path leads only to more pain and higher costs. Take a deep breath and always choose the ethical solution. You will find out that, in the end, no one regrets acting with integrity.

Finally, leaders need to have a vision for a better future and show commitment and discipline to make it real. A good leader is someone who has a clear vision of a better tomorrow: a cleaner planet, a society where human dignity is respected, and a world with no hunger nor disease. A very outstanding leader will be the one who, through the power of example, inspires others to share that vision and brings people together to achieve it.

My father used to say that “even in the most adverse of situations, one can find opportunities for work and growth, you just have to keep your eyes and mind open.” In addition, I urge you to keep an open heart to become the leaders who will transform global challenges into global opportunities.

I wish you all the best.

Daniel Servitje Chairman and Chief Executive Officer Grupo Bimbo

104 LEADERS

VOLUME 44, NUMBER 3

Letters From Leaders

Throughout history, pandemic diseases have represented some of the biggest challenges to mankind. COVID truly spanned the globe, resulting in the death of over 3.5 million people worldwide and counting, increasing poverty levels and confining us to social isolation. It could have crushed us. Yet we somehow overcame it. Our COVID experience reminds me of one of my favorite poems by Tagore, who says, “Faith is the bird that feels the light and sings when the dawn is still dark.” A positive outlook, and faith in what we can achieve together, is our greatest asset. If there’s one thing I’ve learned throughout my career, it’s that raising your hand, rolling up your sleeves, trying new things, believing in yourself, and working hard with the people around you will carry you farther than any technical skill. The pandemic has proved this to be true.

Let us embrace the spirit of optimism – in our progress, in our abilities, and in the fact that we can learn, grow and achieve. We’ve shown we can persevere in the most difficult of circumstances. Each of us goes through our own challenges in our careers and in our personal lives; pick yourself up and keep going. If there’s one thing the pandemic has also shown us, it’s that we are not alone.

We need each other. So, ask questions, ask for help when you need it, play your part on the team but help others to play theirs too, as this will ultimately serve everyone well.

Try everything. In the buffet of life, take advantage of every opportunity. Life is about balance, but as my father always said, “time is elastic.” We can always find the bandwidth and the energy to invest time in what we are most passionate about – the things that breathe life into our souls and inspire the best version of ourselves are worth the extra time. And as cliché as it may sound, remember that failure is sometimes the most important ingredient to success. When we deny ourselves the opportunity to face potential obstacles that inevitably come along with our highest aspirations, we submit ourselves to drawn-out mediocrity. If met with a choice between staying in bounds or taking a risk, I urge you to pick the latter.

So believe in yourself and in others, remember none of us are alone, be comfortable with failure as a stepping stone to success, and know you can find moments of light even in dark times.

Dr. Kathy Bloomgarden Chief Executive Officer, Ruder Finn, Inc.

VOLUME 44, NUMBER 3

LEADERS 105

Letters From Leaders

What you have lost during the past year is immeasurable. What you face in the coming year and the years beyond is unknowable. How you respond is as yet undetermined. But look at it this way: You’ve earned your degree under the most challenging circumstances of any college students of the past century. You’ve done all the hard work and you’ve made all the sacrifices that are a common part of earning a degree, but you’ve done it during a pandemic. It may not feel that way now – in fact, you may feel discouraged and unsure of yourself. But the experiences you’ve been through and the milestones you’ve reached have made you and your generation tougher, more resilient and more determined than any college cohort in recent memory. In military terms, you are battle-hardened.

Keep that thought uppermost in your mind as you enter the post-COVID world.

The restrictions have mostly been removed as I write this, which is obviously welcome news. But enormous challenges lie ahead, big changes are in the works, and the world that will emerge will be significantly different from the one we knew before. It’s going to take a lot of flexibility, adaptability and creativity to function successfully in this changing environment, but those are the characteristics that have pulled you through the past year and a half. To put it in the simplest, most direct terms, you have what it takes. Even when it seems hard, believe in yourself and your future.

That’s advice for the long term as well as the immediate future. It’s possible to reach the heights in this life and then plunge into the depths. I say this from personal experience because I went from CEO of one of the hottest corporations in America to a less than positive position. What kept me going through all of it was the advice I was given many years ago to never lose at whatever I do, but to win or learn no matter what. And now I’m back on my feet.

I don’t imagine that anything like that will happen to you – not even close. But I do expect you are going to encounter your share of failures, rejections, missed opportunities and painful disappointments because that’s just part of life. And again, speaking from experience, I can tell you that as long as you reach down deep and tell yourself that you’ve overcome adversity before and that you’ll do it again, you can adapt and carry on. That’s the COVID cohort advantage you have. You’re just starting out and you’re already battle-hardened.

As Winston Churchill said, “Success is not final, failure is not fatal. It is the courage to continue that counts.”

L. Dennis Kozlowski

106 LEADERS

VOLUME 44, NUMBER 3

Letters From Leaders

Congratulations! You have achieved something that more than 80 percent of Americans never accomplish. You have a credential that will last you for decades to come. Use it wisely.

Now think about this: We have tremendous challenges in this country and so we need to rekindle the intellectual and innovative fires that made the U.S. what you and I enjoy today. The vast majority of Americans want urgently to come together and they long to see the kind of leadership that will make this happen. So, whatever you can do to advance the concept of leadership in this country will be important.

Leadership starts with integrity. Everything else is in second place.

As you read this, the leaders in our country seem to have no interest in coming together. You can change that by calling on them to talk things through with both their colleagues and their opponents to find universal solutions that take our country forward.

How can you do this?

Make phone calls to your local public officials. Reach out to your elected state representatives. Send your Congress person and senator letters. Give a talk on leadership before an organization in your community. Send a copy of the speech to your representative and senator. Publicize it in the press. Put it on social media.

If you do these simple things, you will be making a remarkable contribution to our country that could have an impact for decades to come.

Go for it!

Robert L. Dilenschneider Founder and Principal The Dilenschneider Group, Inc.

VOLUME 44, NUMBER 3

LEADERS 107

Letters From Leaders

As a young girl, I looked up to both my loving parents. My father was an educator and a talented artist who embraced his craft with passion, while my mother was a hardworking housewife with a big heart. They taught me to find my own passion in life. I soon discovered, however, that my career would not be as linear as I thought. In 1972, I created the television series, “Looking East,” the first of its kind to introduce Asian cultures and customs to American audiences who at that time had very little interest in Asia. The series led to my groundbreaking TV series “One World” on China Central Television in 1987. It was the first time a non-Chinese produced and hosted a TV show and it was the first time the vast population of a totally closed China saw sights and sounds from 16 countries and met extraordinary people around the world, opening the eyes of 300 million Chinese each week.

In 1992, I successfully transformed myself from a TV personality to an entrepreneur by creating Yue Sai Cosmetics, cementing myself as a businesswoman. I have written nine best-selling books, spreading the knowledge of beauty, etiquette, health, and success among Chinese readers, and now I am working on my own memoir.

Every day of my life and everything I’ve done, I’m reminded of what my parents have taught me. Since they were so important in my life, I thought that I would share with you some of the principles that have guided me. The one common theme to my many careers is that I have true passion for them all. To find your own passion, here are 10 things you should consider at a young age: 1. What should you do in life? Unless you are the small minority that always knows what you want to do, you need to think hard about what you want to study. It should be something you love! You are the master of your life and please make every one of your choices in life carefully because choices decide the direction of your life.

2. How do you make decisions? I recommend thinking in these three steps: 1) Ask yourself what your special talent is. Ask a friend to figure out what you are good at. It could be as little as you’re a great cook or you are extremely good at speaking in public or extremely good at having good friends. 2) Do you have a passion for it? What is passion? Passion is that something you love so much that you can be doing it all the time. With passion, you lose track of time. 3) Ask yourself if what you have chosen to do is going to be good for other people. If it is only good for you and not good for other people, then you shouldn’t do it.

3. Work hard. You need to put time into what you do. There is no other way to excel in your field. Success doesn’t come to people who watch TV, stay on social media or play video games all day. Some people complained about being bored during COVID lockdown, but I took this opportunity to learn a lot more Spanish, how to cook, swim and drive a car and organized a number of virtual charity events.

4. Take good care of your body. Sleep well, eat healthy and exercise regularly.

5. Learn the difference between being a human being and being human. Always be charitable and generous. Don’t look for repayment. I learned from the Mormon religion to give away 10 percent of what I make each year. When I started doing that, I was making less than $100 a month! I thought that was an enormous amount of money to give. I have done this all my life and the universe always rewards us back if we give.

6. Never lie. Live a life one hundred percent honest. People will remember what you say.

7. Learn to make friends. A friend is a resource, so surround yourself with positive, motivated and talented people who inspire you.

8. Be adventurous and curious throughout your life. Try new things and don’t be afraid to venture out of your comfort zone.

9. Learn to be grateful. My mother always said if someone does one thing for you, you have to do two things back. Thus, I am always very aware of the good that people do for me. I try never forgetting anyone who has done anything nice to me. I make sure I keep them very close.

10. When I was young, my mother said, “You are young, and right now it seems things are going your way and you probably feel you are successful, but true success can only be judged by how you live the last 20 years of your life. At that time, are you healthy, are you financially independent, are you surrounded by people you love and people who love you?” In order to achieve this, all my life I’ve been mindful that I need to cultivate healthy eating habits, to exercise, to learn how to let money make money, and to love people who love me. You need to prepare yourselves and learn all these good habits while you are young!

If you can achieve all 10 points, I guarantee that you will have an abundant, happy and successful life.

Yue-Sai Kan Emmy-winning Television Host and Producer, Successful Entrepreneur, Fashion Icon, Best-selling Author and Humanitarian 108 LEADERS

VOLUME 44, NUMBER 3

CGCC Leaders Roundtable A Conversation With Richard Edelman

Sherry Qu, COO of China General Chamber of Commerce; Richard Edelman, CEO of Edelman; David Schner, President & Executive Editor of LEADERS Magazine; Chen Xu, Chairman, China General Chamber of Commerce, and President & CEO, Bank of China USA

On May 19th, 2021, China General Chamber of Commerce-USA (CGCC) hosted “A Conversation with Richard Edelman” as part of its Leaders Roundtable event series. The event invited Richard Edelman, CEO of Edelman, one of the largest public relations firms in the world, to share his unique perspectives and insights on the current communications and public relations landscape with a high-level audience of CGCC vice chairs and executive board members as well as other leaders from top American and Chinese companies.

Throughout the discussion, moderated by David Schner, President & Executive Editor of LEADERS Magazine, Mr. Edelman discussed best practices in reputation management, the changing rhetoric regarding the U.S.-China business community, and the different ways companies can leverage their marketing efforts to tell their stories most effectively in today’s increasingly technologically advanced world.

CGCC extends its deepest appreciation to Mr. Edelman for sharing his expertise and perspectives with the CGCC community as well as to Mr. Schner for helping to organize and moderate the event.

INTERVIEW

INTERVIEW

Interview

Building a World Based on Dignity

An Interview with Jacqueline Novogratz, Founder and Chief Executive Officer, Acumen EDITORS’ NOTE Jacqueline Novogratz most promising ventures and they curquit her job on Wall Street in 1986 rently manage three returnable funds to co-found Rwanda’s first microthrough Acumen Capital Partners. One finance institution, Duterimbere. is focused on scaling solutions in offThe experience inspired her to write grid energy in East Africa, the second the bestseller, The Blue Sweater: on innovations in agribusiness, educaBridging the Gap between Rich and tion and clean energy in Colombia and Poor, and to create Acumen. Prior to Peru, and the third on climate resilience Acumen, she founded and directed for smallholder farmers in West and The Philanthropy Workshop and The East Africa. In addition, Acumen is comNext Generation Leadership promitted to spreading its ethos, principles grams at the Rockefeller Foundation. and practices to equip the next generaJacqueline Novogratz Novogratz serves on board of the tion of leaders to make change through Aspen Institute and sits on the Acumen Academy, the world’s school Advisory Councils of the Harvard Business for social change. The Academy includes its School Social Enterprise Initiative, the Oxford nine Fellowship programs, online courses and Saïd Global Leadership Council and UNICEF. social impact accelerators, which together make up She is a frequent speaker at forums includ- a global community of thousands of leaders and ing TED and the Aspen Ideas Festival. In 2017, hundreds of thousands of course-takers. Through Forbes listed Novogratz as one of the World’s this approach Acumen believes they can eradi100 Greatest Living Business Minds. She holds cate systemic issues of poverty and impact millions a BA in economics/international relations from of low-income people around the world. Acumen the University of Virginia and an MBA from has been named one of Fast Company’s Top 10 Stanford.

Most Innovative Not-for-Profit Companies.

ORGANIZATION BRIEF Founded in 2001, for 20 years Acumen (acumen.org) has invested in entrepreneurs solving the toughest challenges of poverty by using philanthropy to create impact for the poor. Acumen invests patient, philanthropybacked capital into entrepreneurs whose companies bring innovations in off-grid energy, inclusive agriculture, decent work and critical services. To date, Acumen has invested $137 million of patient capital in 139 companies that together have transformed the lives of 309 million people. Acumen also raises larger pools of capital to scale their

How do you define Acumen’s mission and purpose?

When I began doing this work over three decades ago, I believed that the opposite of poverty was wealth, but I’ve come to learn through my experience that the opposite of poverty is not wealth, the opposite of poverty is dignity.

The dignity of work, the agency to make your own choices, and the opportunity to create a better life. Acumen’s mission is to change the way the world tackles poverty and build that world based on dignity.

To achieve our mission, we do three things.

First, we invest patient capital – or long-term philanthropy-backed equity or debt – in entrepreneurs seeking to build businesses that are solving tough problems like access to healthcare, education, agriculture and energy access.

Why patient capital? Because these entrepreneurs focus on customers who live on just a few dollars a day. Because they must fight bureaucracy and corruption. Because they are building markets that haven’t before existed for the poor. Any financial returns gained by Acumen are reinvested in innovation for the poor.

Second, we identify, link, support and celebrate moral entrepreneurial leaders who are earlier in their journeys to make change. Acumen Academy, the world’s school for social change, has reached hundreds of thousands of individuals online, offering a suite of courses, experiences and business accelerators for people who want to make change, whether at the local or global level.

Fellows programs also exist across nine (soon to be eleven) regions: each program annually selects around 20 fellows across race, religion, ethnicity and class, providing skills and tools to build the character and competence needed for effective leadership, especially with regard to building new solutions for the new economy.

Third, we share ideas and spread ethos not only through telling stories and through the work of the Academy, but in the way we measure what matters rather than simply what we can count. After creating and growing “lean data” to capture customer-centric information about the low-income people our companies serve, Acumen spun out this program into a separate company called 60 Decibels.

“When I began doing this work over three decades ago, I believed that the opposite of poverty was wealth, but I’ve come to learn through my experience that the opposite of poverty is not wealth, the opposite of poverty is dignity. The dignity of work, the agency to make your own choices, and the opportunity to create a better life.”

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Shareholder farmers harvesting coffee beans to sell to Acumen investee Azahar Coffee in Colombia

Will you pr ovide an overview of Acumen’s investments and the impact of its work?

Acumen began in 2001 with the idea of investing philanthropic patient capital in entrepreneurs seeking to solve our world’s most pressing problems. Twenty years on, we have since invested more than $130 million in about 130 companies that have delivered critical services like electricity, agriculture, education and healthcare to more than 300 million very lowincome people. As these early-stage companies grow, they often require much larger – and sometimes, more traditional – forms of investment. Acumen currently manages three for-profit impact funds to complement and strengthen the work of patient capital investing.

How has Acumen adapted the way it works to address the challenges caused by the global pandemic?

After a year of challenges in 2020, I now hear in each of my conversations – from New York to Karachi to Lagos to Bogota – how people are moving from a sense of despair to finding purpose and determination through their actions.

I saw this profoundly in our work at Acumen throughout the pandemic. Within weeks of the first COVID-19 lockdowns around the world, Acumen’s Board and Partners stepped up to create two emergency funding facilities of over $6 million to support our community of Fellows and entrepreneurs. We previously had not made grants to our companies and fellows, but 2020 was a year in which everything was born anew.

The emergency facilities enabled Acumen to pivot and rapidly deploy small grants and concessionary debt to companies that, in turn, allowed those companies both to meet urgent, critical needs while adapting themselves operationally to the new economic realities. For instance, in Pakistan, fellow-led enterprise Sehat Kahani’s telemedicine business model provided healthcare to 350,000 with the support of 5,000 voluntary doctors. In India, investee LabourNet VOLUME 44, NUMBER 3

repurposed its 100 trainers to distribute food and sanitation products to more than 15,000 migrant workers who were stranded during lockdown, often thousands of miles from their home villages. Additionally, in off-grid energy, Acumen continues to work with a group of 15 funders, including the Green Climate Fund, to launch a target $80 million facility to provide emergency loans to energy access companies that account for more than 370,000 jobs.

Will you discuss the critical need to address climate change and the effect of climate on the poor?

I’ve spent the past 20 years backing entrepreneurs by investing long-term patient capital to solve problems of poverty. Increasingly, this

is impossible to do without integrating the realities of the climate crisis. We know the poor are disproportionately impacted by climate change.

Farmers lose their livelihoods from droughts or floods or locusts. Millions are displaced, yet they cannot carry their only valuable asset – their land – on their backs. Poverty accelerates, instability rises, and all of us lose.

The question that keeps me up at night, therefore, is how do we enable economic development in ways that allow people to mitigate the worst effects and adapt to the realities of a rapidly changing climate? And what are the investment opportunities that this moment offers? At Acumen, we are committed to addressing challenges at the nexus of poverty and climate. By bringing more than 100 million people affordable, accessible off-grid solar light and electricity, our work is enabling communities to thrive and solve their own problems. In other words, this work fights energy poverty in ways that help avert a long-term climate crisis.

Smallholder farmers represent 50 percent of all people living in poverty. Our work supports companies that enable farmers to adapt and become more resilient to the ravages of climate.

What do you see as the role of business in being a tool to solve poverty?

In our interdependent world, business will be judged based on how it serves society. The good news is that business has a powerful role to play not only in creating positive impact, but in solving tough problems of poverty – as a tool for peace in conflict zones, as a means to enable dignity and promote human flourishing.

But that vision requires a rejection of business as usual – or business created with the sole purpose of maximizing wealth for shareholders.

Here again, there is good news: many entrepreneurs across the globe recognize the need to reimagine capitalism and a new generation is building a new set of blueprints for how to move from reimagination to practical action. For example, Tyler Youngblood

Acumen investee and Labournet founder Gayathri Vasudevan meets with women participating in their vocational training programs in India LEADERS 111

Jacqueline Novogratz in Toi Market, Nairobi

founded Azahar Coffee to deliver some of the world’s best coffee in ways that prioritize the welfare and wellbeing of smallholder farmers.

From the start, Azahar designed operations with the farmer at the center. The company starts by understanding what it costs farmers to produce the coffee beans. From there, Azahar makes clear what a “sustainable price” would be for coffee buyers who would roast and then sell the beans. In some cases, large coffee buyers agree to pay 3-4 times what they would have previously on the open market. In return, the farmers supply the highest-quality premium coffee. This is what businesses using and building markets to solve poverty looks like.

What are the keys to addressing health disparities around the world?

A key principle to addressing the disparities of all of our systems is to start by designing with the poor and vulnerable first, not as an afterthought. This single principle alone would change a lot. Our most successful investments ask what problems they are solving and then go from there. In the U.S., for instance, our team has determined that Acumen can best contribute to the healthcare debate by focusing on the social determinants of health. In other words, rather than take on directly our broken health insurance systems, we invest in entrepreneurs focused on those social and environmental factors that contribute to poor health. Healthify works with community-based organizations to ensure that social support systems exist for low-income residents. Consejo Sano ensures that Spanish speaking patients have easy access to translators given that only 4 percent of American doctors speak Spanish. Every Table, an affordable, nutritious fast food restaurant chain, is driven to solve the problem of America’s food deserts. In other words, addressing health disparities requires clarity around specific problems to be solved. The right kind of capital and community should follow.

112 LEADERS

I began writing this book because I could see that many of our institutions had run their course, however we had not yet reimagined with what to replace them.

This is a book for builders, people who recognize broken systems and want to do something about them, want to build solutions, whether in their school or local community, or to solve tough problems like hunger or homelessness or poverty. The book puts forth 13 practices of moral leadership to create frameworks for anyone interested in making change. These practices are not conceptual: they are derived from my experiences working with over a thousand change agents across the world.

They reflect what it really takes to make change with a gritty honesty about the pitfalls and failures that are part of a journey of change. Yet it ultimately is a very hopeful book. For just as I have seen the challenges faced by billions across the globe, so too have I seen that wholesale change is possible, not in small ways but in ways the enable human flourishing. Ultimately, this book is a love letter to all those who hope to build a world in which we can move from being consumers to citizens, from being divided to finding ourselves in one another – to reimagine and rebuild a world in which all of us matter.

D o y o u f e e l i t i s a responsibility of leading companies to be a force for good in society and to focus on both profits and purpose?

Whether or not companies have caught up with them, the next generation of consumers is different than those that came before it. This new generation is more concerned with how they live, what they buy and where they work. Not only do they refuse to spend their money on companies who don’t commit to sustainability or responsible supply chains, they also won’t work for them. This is forcing a significant shift in the way businesses work, and a societal change. This generation recognizes that our current institutions have run their course and are seeking to reimagine how we might replace them.

The current generation also understands that the purpose of business can no longer be simply to make a profit – the purpose of business must be to solve our world’s most pressing problems. A shift from shareholder capitalism with profit at the center, to stakeholder capitalism, changes our definition of success to one that puts our shared humanity and the sustainability of the earth at the center of our systems.

What was your vision for writing the book, Manifesto for a Moral Revolution, and what are the key messages Jacqueline Novogratz with customers of AMC, an affordable housing company in Lahore, Pakistan of the book?

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VOLUME 44, NUMBER 3

WINE & SPIRITS MERCHANTS Since 1934

505 Park Avenue at 59th Street, New York, NY 10022 • 212-838-7500

www.Sherry-Lehmann.com

INTERVIEW

INTERVIEW

Interview

Bringing Women to the Forefront of History

An Interview with Rosie Rios, Cast Member of Unicorn Hunters and 43rd Treasurer of the United States EDITORS’ NOTE Rosie Rios is a of 2008 at the height of the financast-member of Unicorn Hunters, a cial crisis. Immediately prior, I was groundbreaking reality series that Managing Director of Investments will spotlight emerging growth comfor a $22 billion real estate investpanies looking to hit the coveted ment management firm based in San $1B “unicorn” valuation mark, Francisco. Leaving my family for what while providing individual invesI thought would be a short-term, fourtors worldwide with high-return month assignment was not easy, but I investment opportunities in prefelt the need to be part of the workIPO companies. She was the 43rd ing group that would lead the country Treasurer of the United States and on a path to recovery during one of led the efforts to place a portrait of the most consequential times of our Rosie Rios a woman on the front of U.S. cureconomic history. It was during this rency for the first time in over a time in the Fall of 2008 that I came century. In her role as Treasurer of the United across the Historical Resource Center (HRC) in States, she was the Chief Executive Officer of the the Treasury. It was a very stressful time for our Bureau of Engraving and Printing and the United country, and the HRC became the place where States Mint, including Fort Knox, managing I would take my breaks and peruse through all 4,000 employees with a $5 billion annual bud- the beautiful artistry of our country’s financial get. Her signature currently appears on a record products. It was a treasure trove of hundreds $1.7 trillion out of the $2 trillion in circulation of years worth of archives containing everyworldwide. Prior to her presidential appointment thing from currency to savings bonds to food in Treasury, Rios was Managing Director of stamps to postage stamps, most of which had Investments for MacFarlane Partners, a $22 bil- never been seen by the public. The concepts lion investment management firm based in San and renderings of the various designs included Francisco. Her career has focused on real estate symbols of our country’s values, usually in the finance, economic development and investment form of female icons. After a while, I saw a management in both the public and private sec- very distinct pattern develop. Every female that tors. In August 2020, Rios was named one of the I came across was not a real person, but an “Women of the Century” by USA Today. She is a allegorical representation that resembled some graduate of Harvard University and was selected type of Lady Liberty. However, every man that I as the first Latina in Harvard’s 385-year history came across was a real man: a Founding Father, to have a portrait commissioned in her honor. a Cabinet member or a President. It dawned on me at that moment the need to take a look at P R O G R A M B R I E F U n i c o r n H u n t e r s how other countries designed their currency. (unicornhunters.com) creates and comprises There were over 30 countries who had women a new genre for audiences – enrichtainment – which combines pure entertainment with the potential for consumers worldwide to invest in pre-IPO opportunities, thereby democratizing wealth creation. The show features a “Circle of Money” panel that includes seven legendary entrepreneurs, luminaries and business titans who critique and debate each unicorn presentation, ultimately deciding whether or not to invest their money.

on their modern-day currency, yet the portrait of a woman has never been featured on our Federal Reserve notes in the history of our country. If you look at how currency is designed around the world, you will usually find a very important person on the front and a historical symbol on the back as a way to institutionalize that country’s history. If currency is one way for our country to tell its story, why are we missing half our population? I was shocked.

The United States is the leader of the free world, the pillar of democracy, the place where millions of people risk their lives to pursue their dreams – yet women were represented as pure symbols, sometimes clothed, sometimes unclothed. Even more shocking was the response that I received for the reason behind this. I asked the Bureau of Engraving and Printing director why we have never had a woman on our Federal Reserve notes. I asked the same question to his deputy and then to his deputy’s deputy separately, and they all gave me the same answer…No one has ever brought it up. Could it be that simple? By law, it is the Secretary of the Treasury who makes the final decision on how our currency is designed – not the President, not Congress. Redesigning our nation’s currency to reflect 51 percent of our population was my primary decision to pursue the role as Treasurer of the United States.

I knew that this project would be the start of a global conversation about what we value and whom we value.

Are you happy with what you were able to accomplish during your time as Treasurer of the United States?

“Redesigning our nation’s currency to reflect

51 percent of our population was my primary decision to pursue the role as Treasurer of

What interested you in the opportunity to become Treasurer of the United States and how did your past experience prepare you for the role?

My role in the Obama Administration started when I was a member of the Treasury/ Federal Reserve Transition Team in November 114 LEADERS

the United States. I knew that this project

would be the start of a global conversation about what we value and whom we value.”

VOLUME 44, NUMBER 3

“There is a consciousness that does not exist in our country when it comes to women. The currency redesign process opened my eyes that women were not only invisible in our history, but they were also missing in how they are valued including public statues, Congressional Gold Medals, coins, and most notably, in the key executive decision-making capacities of money and power.”

Absolutely! In addition to bringing women to the forefront of our history, I also oversaw the day-to-day operations of the Bureau of Engraving and Printing and the U.S. Mint.

I was one of the few Senior Treasury officials who managed large and complex organizations with documented success. When I assumed responsibility for the Bureau of Engraving and Printing (BEP) and the U.S. Mint, morale was at an all-time low. Together, we embarked upon simultaneous, multi-year efforts to improve their Federal Employee Viewpoint Survey (FEVS) and Best Places to Work (BPTW) index scores. Out of 226 federal agencies, the Mint was ranked at #200 and the BEP was at #219. Within two years the Mint rose to #57, and within four years the BEP rose to #47, receiving the award both years by the Partnership for Public Service as most improved. It should be noted that between both organizations, we had 18 unions and 21 collective bargaining units. In addition, production increased at record levels while we continued to implement efficiencies, saving $1 billion in the first five years with an additional $2 billion anticipated over the following ten years. I also led the process for the ultimate approval of a 25-year, complex real estate strategy for both organizations that will lead to additional efficiencies and savings.

Will you discuss the significance of the passage of coin legislation to honor historical American women?

As you know, seeing the portrait of a woman on U.S. currency is still a work in progress. In the meantime, I continued other efforts to highlight historical American women in what we see every day. Almost five years ago, I proposed legislation to redesign our nation’s quarters to include women. I reached out to East Bay Area congresswoman Barbara Lee to partner with me and make this happen. Ironically, it literally takes an act of Congress to redesign coins. With a lot of work and perseverance, the legislation passed both houses of Congress in December 2020 and was signed by the President that January. I am proud to say that the legislation now includes our country’s 250th anniversary in 2026, youth sports, and medals honoring the Olympics, all interests that are near and dear to my heart. You will see these quarters in circulation in 2021 starting with Maya Angelou and Sally Ride.

Do you feel that the absence of women on U.S. paper currency is a symptom of a larger social issue?

VOLUME 44, NUMBER 3

There is a consciousness that does not exist in our country when it comes to women.

The currency redesign process opened my eyes that women were not only invisible in our history, but they were also missing in how they are valued including public statues, Congressional Gold Medals, coins, and most notably, in the key executive decision-making capacities of money and power. I feel like our American culture has turned a blind eye on what it means for over 50 percent of our population to feel valued and powerful, and this correlation between visibility and value may have an impact on a young girl’s confidence and, ultimately, her achievement.

Will you discuss your views on how acknowledging important women in society bridges not just a monetary gap, but social disparity?

A woman on currency may not solve all the issues of gender inequality, but it could very well be one of many triggers that we need to remind us of what and how we value, and lead to many more actionable items in the future. For some, it could be a new public statue since less than half a dozen statues of real women exist within the top ten cities in the U.S. For others, it could be the Congressional Gold Medal since less than ten legislation acts have been passed to honor identifiable American women since 1776. It could be that as we count up to our nation’s 250th anniversary in 2026, we will realize that this is not HIStory or HERstory, but OUR Story and a future leadership issue. If half your population is marginalized and does not feel valued enough to reach their full potential, we all lose.

What are the keys to driving true change in the fight for gender equality and do you feel that positive progress is being made in this effort?

In addition to highlighting historical American women, I also focus on Women, Money & Power – in other words, women in positions of money and power. This includes advocating for women on corporate boards and in the C-suite. For too long, women have been left behind in almost every economic and political indicator where we measure one’s power.

When women are placed in senior executive capacities and can change the dynamic and the narrative, this will obviously influence how decisions are made. Change only happens when we don’t settle.

Will you highlight your new show, Unicorn Hunters, and how would you describe its purpose and mission?

I am thrilled to be part of Unicorn Hunters, a new reality series that can democratize access to wealth both for emerging growth companies and investors who would normally be closed off from pre-IPO opportunities. I am a panelist along with Steve Wozniak, Lance Bass and others as we hear from companies who want to become unicorns ($1 billion companies). We then decide whether we would invest in them, and the audience can then go to the Unicorn Hunters website to read more information about the companies and make their own informed decision on investing in them as well. Knowing that the show includes crowdfunding options that were made possible by the JOBS Act of 2012, which started in the Treasury with our Access to Capital Conference in 2011, is pretty surreal.

What interested you in joining the board of Ripple and how will you focus your efforts as a board member?

I joined the board of Ripple because it is one of the few cryptocurrencies that actually serves a legitimate and credible utility to facilitate cross-border payments. The train has left the station in terms of the Fintech space playing a key role in commerce, and it will be great to see how Main Street can benefit from having more payment options available with the appropriate oversight in place.

What advice do you offer young women beginning their careers during this challenging and uncertain time?

I am going to give the same advice that I give to my own children about their careers and that is…Be Your Own Knight in Shining Armor.

I am excited about this next generation, and we should nurture their independence while providing the framework of support that they will need for success. Finding your inner confidence is key and knowing when to ask for help to keep you on that path of independence is part of our critical role as parents, as government officials, and as representative of our respective Villages. It is a delicate balance, but I have a lot of faith that this generation is empowered with more knowledge than previous generations.

Knowing how to channel that knowledge and balance it with the right amount of emotional intelligence will be a key part towards making them successful, happy leaders.

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INTERVIEW

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Interview

Helping Farmers Safely Feed the World

An Interview with J. Erik Fyrwald, Chief Executive Officer and Executive Director, Syngenta EDITORS’ NOTE Erik Fyrwald also ChemChina, and in 2020, Syngenta serves as Chairman of the Syngenta Group was formed by bringing together Foundation for Sustainable Syngenta, ADAMA and the agricultural Agriculture. He was previously business of Sinochem. Today, we have Pr esident and Chief Executive sales of $23 billion and 48,000 people Officer of Univar, a leading disacross more than 100 countries. Our tributor of chemistry and related four business units – Syngenta Crop services; President of Ecolab, a Protection, Syngenta Seeds, ADAMA and cleaning and sanitation, water Syngenta Group China – provide farmtreatment, and oil and gas proders everywhere with the technology and ucts and services provider; and expertise they need to grow healthy, Chairman, President and Chief affordable and sustainable food.

J. Erik Fyrwald Executive Officer of Nalco, a water How do you describe Syngenta’s treatment and oil and gas products culture and how critical is culture to and services company. He also previously served the success of the company? as Group Vice President of the Agriculture and Our culture is central to our success and cusNutrition Division of DuPont Company. Fyrwald tomers are central to our culture. To serve customers is currently Chairman of Adama Ltd., and Non- best, we consider it critical to be the most collabExecutive Director of Bunge Limited and Eli Lilly orative and trusted team in agriculture. We foster a and Company. He also serves on the Board of corporate culture where every employee puts our Directors for CropLife International, the Swiss- purpose, “to help farmers safely feed the world and American Chamber of Commerce, and the UN care for our precious environment,” along with safety World Food Program Farm to Market Initiative. and ethics, at the heart of what we are about. With Fyrwald holds a bachelor’s degree in chemical this mindset, we earn the trust of our customers and engineering from the University of Delaware communities, creating value for farmers, employees, and completed the Advanced Management suppliers and consumers.

Program at Harvard Business School.

We foster a workplace culture where we try to ensure everyone feels secure, included and valued. This is at the core of our values and it drives our approach to innovation and helps us all grow.

How has Syngenta adapted its business to address the challenges caused by the global pandemic?

During the pandemic, our priority has been to support the health and safety of our employees, their families and the communities where we operate, while creatively finding ways to keep serving our customers. We have worked very hard to support farmers as they continue to ensure the food supply. Many of our employees adapted quickly to working from home, using technology to connect virtually with colleagues and customers. Many other employees have had to stay on site, particularly in production and R&D. They are doing extraordinary work under challenging circumstances. Our production and R&D sites implemented a number of measures to protect our teams, such as restructuring shifts to ensure social distancing.

COMPANY BRIEF Syngenta Group (syngenta.com) is one of the world’s leading agricultural technology and innovation companies, with roots going back more than 250 years. Its 49,000 people across more than 100 countries strive to transfor m agricultur e thr ough br eakthr ough products and technologies that play a vital role in enabling the food chain to feed the world safely, sustainably and with respect for our planet.

Swiss-based and Chinese-owned, the group draws strength from its four business units – Syngenta Crop Protection headquartered in Switzerland, Syngenta Seeds headquartered in the United States, ADAMA® headquartered in Israel, and Syngenta Group China – that provide industry-leading ways to serve customers everywhere.

Will you highlight the history of Syngenta and how the business has evolved?

Syngenta Group is a young company, yet each of our businesses has a long history of accomplishment stretching back over 250 years.

Syngenta was created in 2000 through the merger of the agrichemical businesses of Novartis and AstraZeneca. In 2017, it was acquired by 116 LEADERS

Erik Fyrwald talking with growers VOLUME 44, NUMBER 3

We have countless stories of how our people have made incredible efforts to help customers. One example is Mr. Wei, who works in our warehouse in Hubei, China. He was the only one in the warehouse when the area was shut down due to COVID-19 last year.

Instead of going home, he stayed alone in the warehouse for six weeks, and each day put products outside for farmers to pick up. He only ate canned foods that were in the warehouse.

He and many other Syngenta Group team members all over the world do what it takes to help farmers grow their crops.

What makes me especially proud is that our teams did all this while supporting local communities – for example, by producing hand sanitizer and donating personal protective equipment to health providers, by distributing food to food banks, and even by sourcing and donating mechanical ventilators. We are also helping get vaccines to our people and communities.

Will you discuss Syngenta’s commitment to innovation?

Syngenta Group is a global innovation powerhouse. We invest heavily in R&D for seeds, crop protection and biologicals to bring the best innovations to farmers everywhere. Our total annual investment in R&D is roughly $1.8 billion. We are a leader in breeding new seeds and enhancing their genetics. We are a leader in synthetic crop protection products and now also in the fast-growing natural biologicals segment. We bring together solutions that enable farmers to use the best seeds and biological and chemistry-based crop protection products with digital tools to grow a great crop despite increasing climate driven weather extremes – drought, heat, flooding, high winds, cold. We also enable farmers to capture carbon in their soils through regenerative agriculture practices like low soil tillage, cover crops during the winter season and increased crop rotations.

Our in-house expertise is complemented by partnerships that have led to some exciting new technologies. We currently engage in over VOLUME 44, NUMBER 3

500 collaborations with universities, research institutes and commercial organizations around the world. For example, we have a strategic partnership with The Nature Conservancy (TNC) where we work together on transformative projects like Reverte in Brazil, where we are returning millions of acres of degraded pastureland soils to health and production as a way to stop deforestation.

How important is it for Syngenta to build a diverse and inclusive workforce?

Syngenta Group is already one of the most diverse organizations and businesses in the world. We come from a wide range of backgrounds, countries and cultures. Maintaining an environment where employees can be themselves is fundamental to our approach to innovation and creating value. This approach is helping us build a lasting competitive advantage. We are absolutely committed to making people of all backgrounds – racial, cultural, gender, sexual orientation – feel welcome and valued.

What do you see as Syngenta’s responsibility to the communities it serves and to being a good corporate citizen?

Our mission is to help farmers feed the world and take care of our precious environment.

It is core to our vision of caring for people and our planet. The greatest contribution we make to communities is through our products and services which improve food security for millions of people. We also offer training that helps millions of farmers improve productivity and resource efficiency. Of course, we also contribute by providing people with employment opportunities.

To help the poorest farmers, we support our Syngenta Foundation for Sustainable Agriculture which collaborates with other NGO’s to lift up millions of pre-commercial smallholder farmers in countries like India, Bangladesh, Tanzania, Kenya, Cambodia, Indonesia and many others – we help them adopt sustainable farming practices and come out of poverty.

Will you discuss Syngenta’s focus on sustainability?

Extreme weather events caused by climate change are challenging the ability of farmers to grow enough food to meet global demand in an environmentally friendly way. In the next 30 years, we’ll need 50 percent more food to feed 2 billion more people. Since agriculture is responsible for 12 percent of all greenhouse gas emissions and 70 percent of freshwater consumption, it must become much more sustainable and be part of the solution to climate change.

That is why we are focused on regenerative agriculture. This is a whole set of farming practices that lead to outcomes like building healthier soils, improving yields, protecting biodiversity, reducing water use and capturing carbon in the soil. Regenerative agriculture includes low- or no-till planting, cover crops and crop rotation. We offer seeds, crop nutrition and crop protection that enable these practices, enhanced with digital tools for improved decision-making.

Syngenta Group is uniquely positioned to enable regenerative agriculture, helping farmers grow enough healthy food in ways that make agriculture part of the solution to climate change.

What advice do you offer to young people interested in a career in the industry?

Without hesitation, I’d say “go for it.” Agriculture is at the center of addressing the most critical challenge of our time – feeding a growing population while solving climate change. This can be done while lifting millions of poor people out of poverty and eliminating malnutrition. There is nothing more satisfying than being part of efforts that make progress addressing these issues. I believe we are living in the most exciting time ever for agriculture – together we can preserve a brighter future for generations to come.

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A Syngenta scientist in the lab (top left); Syngenta’s Modern Agricultural Program (MAP) Centers are helping farmers in China adopt more sustainable practices that are improving crop yield and quality (above) LEADERS 117

INTERVIEW

INTERVIEW

Interview A True Community of Car Lovers An Interview with Jack Butcher, President, Hagerty EDITORS’ NOTE Jack Butcher Lake Michigan, couldn’t find coveris r esponsible for maximizing age for their beloved wooden boats. stakeholder value and growing Frank and Louise decided to create a Hagerty’s global insurance busicompany catering to people like ness. This includes assessing and them, forming Hagerty Classic Marine implementing the strategic business Insurance in their basement. Within a plans to achieve the overall profitfew years, half of all vintage boat ownable growth of Hagerty’s operations ers were Hagerty clients. Seven years through continued growth in existlater, in 1991, the company added coving markets and to diversify into new erage for classic cars which was also a markets, particularly outside the big hit. As leadership of the company U.S. As President, he leads and is transitioned to the next generation and Jack Butcher responsible for Hagerty’s Insurance ultimately to Frank and Louise’s son, Company and Agency, includMcKeel Hagerty, who is now CEO, the ing sales, distribution and product develop- company intensified its focus on the collector ment. Prior to joining Hagerty, Butcher served car market and accelerated its growth. Today, as the National Business Leader of Commercial the company has become not only the world’s Lines and Business Development for Marsh largest provider of specialty insurance for clas& McLennan Agency. In this role, he held cli- sic car owners, but also the largest automotive ent service, sales and geographic business leader- enthusiast brand offering an array of services ship roles with other MMC companies, including and products to more than 1.6 million people.

Marsh and Johnson & Higgins. Butcher began Will you pr ovide an overview of his insurance career with Chubb Insurance as Hagerty’s suite of automotive services and a property and casualty underwriter. From 1998 how Hagerty is expanding these service to 2003, he served as Executive Vice President offerings? & Chief Operating Officer of TransForce, Inc., McKeel realized a long time ago that the a rapidly growing national transportation and vision was to be more than an insurance logistics outsourcing company. Currently, he company. He wanted to build a true commuserves his community as a first responder. He nity of car lovers. So, in support of that, we serves on several not-for-profit and for-profit have invested heavily in events and services boards and is an avid mariner and car enthu- to support that passion, and we’ve made sure siast. A graduate of the University of Richmond, to adapt to what people want throughout their Butcher has attended executive education pro- car-loving lifecycle. Hagerty Drivers Club magagrams at the Harvard Business School. zine, for instance, which features the work of the nation’s top automotive journalists, COMPANY BRIEF Hagerty (hagerty.com) is has become one of the biggest and best car an automotive enthusiast brand offering integrated membership products and programs.

Hagerty is home to Hagerty Drivers Club, Hagerty DriveShare, Hagerty Valuation Tools, Hagerty Drivers Club magazine, Hagerty Media, MotorsportReg, Hagerty Garage + Social, the Greenwich Concours d’Elegance, the California Mille and more. Hagerty is the world’s largest provider of specialty insurance for enthusiast vehicles.

magazines in the world, with more than 660,000 subscribers, and our Hagerty YouTube network has 1.5 million subscribers watching original shows like The Barn Find Hunter. Hagerty’s Automotive Intelligence department tracks the value and pricing of 40,000-plus enthusiast cars, trucks, vans and motorcycles from the post-war era to the present. We have also created Hagerty Drivers Club, which is a hub for the automotive community, offering a variety of exclusive automotive discounts, our magazine, of course, and members-only events. We have another really interesting service called DriveShare, which is a peer-to-peer car rental app for people who want to try out cool collector and modern cars. Most recently, we’ve started to acquire and operate nameplate events on the collector car calendar like the California Mille, the Greenwich Concours d’Elegance and the Concours d’Elegance of America. People told us they need more space to safely store their cars, so we now have a business across North America called Hagerty Garage + Social, where enthusiasts not only store their vehicles, but enjoy each other’s company in cool social/ lounge-like settings around cars. For the next generation, the Hagerty Driving Academy teaches thousands of teens how to handle routine driving situations safely, and they have a lot of fun using those skills on tracks and autocross.

There is a lot more to come, as well.

Where do you see the greatest opportunities for growth for Hagerty and will you highlight Hagerty’s global footprint?

We’ve enjoyed growth by tapping into automotive passion and delivering what people

“McKeel (Hagerty) realized a long time ago that the vision was to be more than an insurance company.

Will you discuss the history and heritage of Hagerty and how you define the Hagerty difference?

Hagerty has been a home-grown and passion-based company since the beginning.

It started in 1984 when Frank and Louise Hagerty, who lived in a small coastal town on 118 LEADERS

He wanted to build a true community of car lovers.”

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“Today, the company has become not only the world’s largest provider of specialty insurance for classic car owners, but also the largest automotive enthusiast brand offering an array of services and products to more than 1.6 million people.”

ask for. There really is no growth ceiling in sight for that globally. As our CEO says, we didn’t have to invent the automobile or teach people to be passionate about cars or convince them that coming together as a community of car lovers would be fun. That raw material was already there. It doesn’t matter to us what vehicles people enjoy, or even if they own one.

If they love cars and driving, it’s an opportunity for us and for them. Tapping into those passions – and learning and innovating as we go – has driven our growth certainly in North America, but also with our continued focused investment in the U.K. now, and longer-term, into the EU and beyond. Automotive enthusiasm is borderless. We will keep listening to our members and evolving to deliver what they enjoy and where they want to enjoy it. While I can’t get into specific investment plans or timing, suffice it to say that we still have a lot of smiles to create.

How do you describe Hagerty’s culture and how critical is culture to the success of the company?

If a company’s product or service is “what” a company does, its culture is “how” it does it.

Hagerty’s culture is celebrated within our four walls as one that is underpinned by five published core principles: Act as One Team Hagerty, Improve Every Day, Take Care of Each other, Work With Purpose and Energy, and Enjoy the Ride. These are not throw-away platitudes. They manifest themselves in the work we do for our members and partners. We review these principles quarterly with each team member, and we hire and promote people who exhibit these behaviors and principles. Coincidentally, those tenets turn up in member feedback all the time.

I think people work to make a living for themselves and their families, but they tapdance to work because a challenging and fun work environment energizes them and allows them to become their best professional selves.

Inspiring people to want to tap-dance to work is such a key part of my job and our culture. It makes work a lot more fun and fulfilling.

It is also a culture built on a relentless pursuit of personal learning and growth. The book Mindset: The Psychology of Success by Dr. Carol Dweck is a perfect depiction of how we work. If one is a continual learner and is willing to grow through the inevitable soft failures that come with experimentation and innovation and pushing, they will find a dynamic place here VOLUME 44, NUMBER 3

where they can evolve and grow a career. I like to say that it is hard to trip if you are standing still. Put another way, if you expect greatness from your team, you need to also expect failures from time to time and support team members when they trip, help them recover, reset and retry – over and over.

Additionally, I think it’s important in a growth mindset culture to discern between skeptics and cynics. Skeptics question and challenge things without loss of optimism and are not given to negativity. Cynics, on the other hand, tend to assume the worst in people and circumstances – their toxic view of the world derails innovative and exploratory thinking and repels people who possess a “can do” worldview. There is an expression that sums it up nicely: “Skeptics ask whether a beautiful bouquet of flowers could possibly be real; cynics look around for a casket.” People give us their careers when they decide to work with us. If we don’t treat that as a gift and reciprocate with a great place and environment and team with whom to work, they’ll take their gift back and give it to someone else.

How has Hagerty adapted its business to address the challenges caused by the pandemic?

Last March, like the rest of the world, we faced uncertainty. This is where our growth mindset culture was really put to the test and I am pleased with the outcome. Like many businesses, we had to pivot and innovate. It’s said: “never waste a crisis.” We didn’t. We moved most of our 1,400 employees in North America and Europe to work-at-home status within a matter of days. It was an incredible effort. We doubled down on our focus of taking care of our people and on taking care of our members and partners. We may have been shut in, but we relentlessly reached out to one another and our members and partners.

Finding new ways to communicate and keep people connected was also critical. Part of our answer was creating a daily, company-wide online communication platform called “Driven Daily.” It’s a collection of company news, insights and growth tips that is emailed daily to all of our employees across North America and Europe.

The most popular feature of Driven Daily are the twice-weekly videos from our CEO and senior leaders who offer updates and insights to animate and energize communication and progress we are making across the firm. They have

been very effective and well-received, and are going to be something we keep doing long after the pandemic. Also, various departments have adapted similar approaches for their own use, holding all-team update video calls. In this way, our folks feel “connected” even if we can’t be physically together.

We have also realized that the physical office space we occupy can be used differently and more creatively to drive more intersections, more collaboration areas, and energetic innovation space versus buildings full of individual offices and workstations which naturally create separation and isolation space.

These best practices, and more, have become common practice for us – all because a crisis forced us to learn, evolve and lean hard on our growth mindset and on the cornerstones of our culture.

How important is it for Hagerty to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when making business decisions?

Extremely. You become who you hire.

If you hire one type of person from one part of the world, you risk a more constrained worldview and perspective. One of my favorite quotes attributed to Cyrus the Great who simply posited that he wanted “Diversity in counsel; unity in command.” To get diversity in counsel, thought and perspective, you need to consciously hire for that. For us, it’s been a conscious decision. Today, 50 percent of our workforce is diverse; women occupy over 30 percent of seats on our Executive Council (senior leadership committee), and 40 percent of our board of director seats, and 60 percent of our regional executive roles. For me, though, diversity goes beyond characteristics you can see. It must include factors you can’t see with the naked eye – diversity in socio-economic backgrounds and diversity in cultural and life experiences. These things drive rich perspective and discussion and better-informed decisions.

In a world that can be polarized in places, we simply want to hire and become like the world we want to serve, which includes all car lovers.

I’m pleased with our progress and know it’s a never-ending quest to build a dynamic workforce in a dynamic world. When you continually share with all your people why you are in business and what the mission is, you will find a shared unity in purpose across the enterprise.

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INTERVIEW

INTERVIEW

Interview The Bahamian Spirit An Interview with Audrey Oswell, President and Managing Director, Atlantis Paradise Island EDITORS’ NOTE Audrey Oswell cutting-edge teen club. The award-win- Will you discuss the history and heritage took the helm of Atlantis Paradise ning 18-hole Tom Weiskopf designed of Atlantis Paradise Island and highlight Island in 2017 after having served golf course, renowned Atlantis Casino, how the property has evolved? as the r esort’s Chief Operating and duty-free shopping are compleIn 1994 the renowned hotelier and visionOfficer and Chief Gaming Officer. mented by restaurants and lounges ary Sol Kerzner purchased what at the time was She is the first woman to serve as with celebrity chef culinary master- Resorts International, a hotel property that was President and Managing Director. pieces including Fish by José Andrés, situated on some of the most pristine beaches Oswell is overseeing Atlantis’ recovNobu by Nobu Matsuhisa, Olives of The Bahamas. Sol was inspired by the natural ery from the impact of the panby Todd English and Casa D’Angelo beauty of the landscape and the amazing legdemic which entails reimagining

by Angelo Elia. Dolphin Cay, the end of the underwater world Atlantis. Under his Atlantis to stay true to what the resort’s 14-acre marine mammal hab- design and direction, Sol literally transformed the world-famous resort is known for itat, is a state-of-the-art education cen- property into what it continues to be today – Audrey Oswell while also delivering on new ways ter and animal-rescue rehabilitation a modern marvel of nature and engineering. in which to travel and experience hospital whose first residents were 17 Atlantis redefined tourism in The Bahamas and Atlantis with safety at the forefront. Oswell has rescue dolphins from Hurricane Katrina. Visitors beyond. more than 30 years of experience in the hospital- to Dolphin Cay can participate in creative, nonOver time, the resort expanded and added ity and gaming industries, with almost a decade disruptive “interactions” that build real aware- The Cove, The Reef, Dolphin Cay, restaurants by being in The Bahamas and the Caribbean. Prior ness, stir emotion, and help fund the resort’s celebrity chefs, retail outlets, Aquaventure water to joining Atlantis, she served as the interim CEO/ conservation efforts. Through these guest partici- park, Mandara Spa and Aura nightclub. Today, COO for Seneca Gaming, President and COO at pations and those offered through Atlantis Marine the resort also offers The Coral and Harborside Caesars, CEO at Resorts International in Atlantic Adventures, a portion of the cost of each of the on- Resort, with a total of 3,500 rooms across the City and as COO at Fontainebleau in Las Vegas. property interactions goes back to the Atlantis Blue property. Atlantis features the largest open-air She received her bachelor’s degree from Temple Project Foundation (ABPF), the resort’s nonprofit, marine habitat in the world where over 50,000 University and her MBA from Drexel University. 501(c)3 organization dedicated to saving sea spe- marine animals from 250 species make their cies and their extraordinary habitats throughout home in the ocean-fed environments. Groups PROPERTY BRIEF Atlantis Paradise Island The Bahamas and surrounding Caribbean seas. and events have access to 500,000 square feet (atlantisbahamas.com) is a lush, oceanside r esort located on Paradise Island in The Bahamas. A dynamic destination that launched 25 years ago as a first-of-its-kind modern marvel of nature and engineering, Atlantis has embarked on a new chapter tied to a meaningful connection with the ocean, Bahamian culture, and the spirit of the property’s beloved team members. The resort’s new, immersive programming connects guests to the rich history, art, people, food, and festivities of The Bahamas. Atlantis features five distinct properties, from The Royal, The Beach and The Coral, to the luxury properties The Cove and The Reef. The resort is built around Aquaventure, an innovative, 141-acre waterscape of thrilling slides and river rides, pools, and white sand beaches.

Home to the largest open-air marine habitat in the world, over 50,000 marine animals from 250 species make their home in the ocean-fed environments. From unparalleled meeting and convention space to the luxury Atlantis Marina accommodating yachts of up to 220 feet overlooking Marina Village, a Bahamian marketplace, the Atlantis experiences are endless. Other resort amenities include the 30,000-square-foot tranquil Mandara Spa, Atlantis Kids Adventures Atlantis Paradise Island (AKA) for children ages 3-12, and CRUSH, a 120 LEADERS

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Central Beach on the seven-acre Paradise Lagoon which offers snorkeling, paddle boats, and other water sports

of flexible indoor and outdoor event space. The Atlantis Marina consists of 63 mega-yacht slips, and its marina village offers upscale shopping and dining outlets.

Today, the resort is owned by Brookfield Hospitality and it continues to serve as an icon and pinnacle of hospitality, service and authentic guest experiences. In fact, many of our guests through the course of time have made friends with our team members and return annually, often more than once a year.

Our guests have also become attached to our marine life and track their progression over the years. The Bahamian spirit and hospitality are great differentiators, and one of our core brand pillars.

Will you discuss Atlantis Paradise Island’s commitment to the ecology and economy of The Bahamas?

Atlantis Paradise Island is very committed to supporting and enhancing the ecology and the economy of The Bahamas. Our nonprofit organization, Atlantis Blue Project Foundation, saves rare and endangered sea species and their extraordinary habitats throughout The Bahamas and surrounding Caribbean seas. By funding scientific research, conservation programs and community outreach efforts, the mission is to protect the waters and its vast marine wildlife ensuring that The Bahamas will remain a haven for a one-of-a-kind, rare and endangered species for generations to come. The Foundation receives its funding through guest participation in every one of Atlantis Paradise Island’s marine interactions and experiences. Our team of fulltime marine biologists, aquarists, veterinarians, lab technicians and water safety specialists work closely with international and local partners to contribute to these important research efforts.

However, our work to support and enhance our local ecology doesn’t stop there – our resort is committed to recycling and you’d be surprised at what we accomplish. Atlantis recycles nearly 5,000 gallons of motor oil a VOLUME 44, NUMBER 3

year, plus active battery and tire recycling, and other initiatives that include eliminating single use plastic. Upon arrival, guests receive two keepsake water bottles that they can use during their stay. There are multiple hydration stations available throughout the resort for easy fill-ups.

Education is another key area of our focus.

In addition to our educational interactions for all of our marine programs, our team members are often invited for teaching opportunities in local elementary schools and now produce “virtual” field trips to ensure our messaging thrives during these challenging times.

In terms of the economy, Atlantis has operated for over 25 years in The Bahamas and is the largest private employer in the country.

How has Atlantis Paradise Island adapted its business to address the challenges caused by the global pandemic?

We adapted to address the challenges caused by the global pandemic in a variety of ways. The first was through our reimagined guest experiences at Dolphin Cay, which are now customized for pods of friends and family traveling together. Other offerings really take advantage of the vast and open landscape the resort offers from private dinners on the beach, movies under the stars and live entertainment programming including Junkanoo in our Marina Village.

The Atlantis Clean & Safe Promise, which was designed under the guidance of the worldrenowned Cleveland Clinic, meets both local and international standards for health and safety protocols. Atlantis also offers three onsite locations for COVID-19 testing with sameday results. Additionally, guests receive two complimentary Rapid Antigen return home tests per room.

How proud are you to see the strength and resilience of Atlantis Paradise Island’s workforce during this challenging and uncertain time?

Words don’t do it justice – I am so very proud of our Atlantis family and team members. This year has, to say the least, been a challenge for everyone – personally, economically, psychologically and emotionally. What never ceases to amaze me is how the Bahamian spirit is endless and so robust. It’s the culture and the passion of the people that make The Bahamas and visiting Atlantis so undeniably different and special.

How important is it for Atlantis Paradise Island to bring authentic Bahamian experiences to the resort’s guests?

From the beginning, Atlantis has offered the best of The Bahamas. Atlantis’ genuine Bahamian hospitality creates an emotional bond that our customers cherish and return to experience year after year. I love listening to our guests’ feedback – often I hear their story about a team member who was thoughtful in an exchange, and the guest was just simply surprised by the genuine care and service. Other times, I hear from guests who are mesmerized learning about our sea life and what they can do to protect our shared environment. These are anecdotal examples of Atlantis’ genuine Bahamian hospitality in action, and in turn how the passion translates to lifelong memories for our guests.

So indeed, authentic Bahamian experiences are very important, however it’s simply natural for our team members to create and share this with our customers.

I think art is a great example too – our guests have access to local art at Atlantis. One of the most beautiful areas at the resort is at the tip of the Cove peninsula where the Sacred Space sculpture series resides. The installation is an interactive exhibit that represents seven dancing women who share the vision of conserving Bahamian culture through their intention of triumph, hope and determination. This piece was produced by The Bahamas’ most noted and internationally acclaimed artist, Antonius Roberts. We also showcase art produced by the children of our team members and feature works produced by our team members too – one of my favorite pieces is a massive, outdoor wall mural that is alive in color, shape and form – I pass it every day as I enter the office and it is yet another reminder of the talent, passion and richness that is inherent in the local culture and throughout the destination.

What advice do you offer young people interested in a career in the hospitality industry?

The advice I would give is to be open. Be open to learning and know that you can never stop learning. Be open to different opinions, new ideas, taking some risk and in general be open to other people. As in all industries, especially in hospitality, it is helpful to experience many areas of operations and understand how they function and support one another. Always feel confident to ask questions, volunteer to take on new responsibilities, read as much as possible – from current events to industry insights, and learn how to listen. Active listening translates and helps you remain focused and engaged. Effective and efficient communication will support successful leadership and overall achievement.

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INTERVIEW

INTERVIEW

Interview

A Research and Learning Organization An Interview with Ryan Estis

EDITORS’ NOTE Ryan Estis spent My vision was to leverage my 15 years helping companies connect expertise and corporate experience in with employees and customers as sales and leadership to have a much a former ad agency executive and broader, more significant impact on Chief Strategy Officer inside McCann people’s work experience and sucWorld Group, building a client roscess. Ultimately, I wanted the freeter of category leading brands. Ten dom to more deeply explore my years ago, he decided to put that expeinterest in leadership, culture, growth, rience into practice and launch his and success in the workplace and the own research and learning organizaopportunity to share my learning in tion. He is afforded an inside look at a way that would be meaningful to what the world’s best companies do to others. So, 12 years ago at the height Ryan Estis sustain an advantage and he shares of the great recession, I opted out of that insight by helping clients inimy corporate role as a Chief Strategy tiate change, improve performance and deliver Officer to build my own research and learning growth. Estis has been recognized as one of “the organization. It’s been a wonderful journey best keynote speakers seen or heard” by Meetings & and today I am so fortunate to continue to be Conventions magazine. His writing has been fea- deeply engaged in work that I love with peotured in Forbes, Fast Company and Entrepreneur ple that I love. magazines. His consulting and advisory work Our mission is to prepare the world’s addresses leadership, sales and strategy challenges. F u t u r e M a k e r s t o d r i v e v a l u e f o r t h e i r Estis provides a unique blend of experience, perspec- businesses and lead meaningful, fulfilling tive and process to help executive teams navigate personal lives that leave a positive legacy in the increasingly complex business landscape and their communities. find solutions that deliver growth.

Did you always know that you had the entrepreneurial spirit and desire to build Will you discuss your vision for starting your own company? your own business and how you define Definitely not. I fall into the category of its mission? “accidental entrepreneur.” I had a deep internal

desire to make my work experience more meaningful and fulfilling. However, I had to confront myself and some of my own limiting beliefs before I finally made my move. It wasn’t until the pain of same became greater than my fear of change that I took the chance and made that bet on me. In hindsight, the great recession turned out to be my greatest gift because it forced me to confront myself and my desire to try and start my own company.

Looking back it was the single best professional decision I have ever made.

How do you describe the business and the range of services you offer?

We are a research and learning organization.

Prior to the pandemic I was delivering 80 keynotes annually, predominantly focused on sales performance and leadership excellence.

Today, we offer a range of virtual opportunities for client partners to engage, including virtual keynote speaking, training, research and strategic advisory work. This unique and challenging time has actually afforded us an opportunity to expand our range of services and engage in supporting clients in an entirely new way.

Who is your client and how broad is your focus?

We have a wonderful client roster that includes some of the world’s most progressive

“Today, we offer a range of virtual opportunities for client partners to engage, including virtual keynote speaking, training, research and strategic advisory work.”

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“Our mission is to prepare the world’s Future Makers to drive value for their businesses and lead meaningful, fulfilling personal lives that leave a positive legacy in their communities.”

and innovative brands. However, we support a very broad range of customers. If you are an organization that wants to improve your relationship with employees and customers and are ready to embrace change to accelerate your opportunity in the marketplace, I am very confident we can lend support.

How have you adapted the business to address the challenges caused by the pandemic?

My last eBook was actually called Adapt & Thrive and so we had to follow that formula.

As a company that relied heavily on live events as a primary revenue stream, our core business was severely compromised. That required an aggressive pivot to become a predominately virtual learning organization. I am proud to say we actually delivered more virtual keynote presentations in January 2021 than we did in either January 2020 or January 2019, a record sales year for the business. On the positive front, the pandemic has made me a whole lot more accessible to our customers since I am not traveling. As a result, we have deepened a number of our engagements and can travel on a further journey with customers that want more support. That has been a huge plus. We’ve also developed new curriculum including two new keynote presentations, a half day

workshop on Resilient Leadership and a new virtual learning series devoted completely to Wellness and Well-Being that is taking off.

These last 12 months have actually been one of the most creative periods of time in my entire entrepreneurial journey and I have really enjoyed that aspect of it. However, I miss the people and I am definitely ready for a return to live events.

Where do you see the greatest opportunities for growth as you look to the future?

Growth is going to require disruption and innovation, both for my organization and for so many of the customers we serve. We actually guide customers through a “Growth Audit” to help assess and answer this very question. In applying that framework to our business, it has become clear that we will grow through productization, partnership/collaboration and by adopting a hybrid model that includes live events and ongoing virtual engagement. The execution will require investment and stepping into new areas of opportunity which is exciting.

I think this is a wonderful time to be in the “expertise industry.”

What do you see as the keys to effective leadership?

Leadership isn’t a job – it’s a responsibility.

Effective leadership is about the unique blend

of humility and confidence, service, sacrifice, love and helping other people become the very best they are capable of being. Leadership today mandates courage, vulnerability and having a very clear and compelling vision of the future.

The best leaders are emotionally intelligent and highly self-aware. It really is an inside-outside game. They are purpose-driven to the point that they can inspire emotional commitment and alignment to a worthy cause. They have integrity and humanity. I am fond of saying: put people first, and performance and profitability will follow. I know that is asking a lot and it should be noted that not everyone should lead.

Doing it right is a very demanding job.

What advice do you offer to young people beginning their careers during this challenging and uncertain time?

Invest in you. Stay a student. Keep learning, growing and getting better. Develop your skills and self-awareness simultaneously. Be willing to take intelligent risks and experiment. You have time to recover and still get very, very good at something. When you have talent it creates opportunity. And don’t forget to enjoy the ride. Life is short. Work is a part of it, and that part of life is so much better when you are doing work you love with people you love.

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“If you are an organization that wants to improve your relationship with employees and customers and are ready to embrace change to accelerate your opportunity in the marketplace, I am very confident we can lend support.”

VOLUME 44, NUMBER 3

LEADERS 123

INTERVIEW

INTERVIEW

Interview A Year-Round Destination An Interview with Victoria Cimino, Chief Executive Officer, Visit Williamsburg EDITORS’ NOTE Victoria Cimino Will you provide an overview is Chief Executive Officer of the of the Williamsbur g Tourism Williamsburg Tourism Council, Council and how you define its providing expertise, leadership, mission? and vision in all marketing efforts, T h e W i l l i a m s b u rg To u r i s m as well as overall management of Council, or Visit Williamsburg, was the destination marketing orgacreated by statute and went live on nization. Cimino has spent the July 1, 2018. The destination marketmajority of her professional career ing organization’s primary objective is providing communication soluto increase overnight visitation to the tions, counsel, and creative direcHistoric Triangle, a travel region comtion to both government agencies prised of three municipalities – City of Victoria Cimino and private sector or ganizaWilliamsburg, York County, and James tions. Most recently, she served as City County.

Director of the New Hampshire Division of How has Williamsburg adapted to the Travel and Tourism. Under Cimino’s leader- challenges caused by the pandemic and ship, the Division experienced an increased how is Williamsburg positioned for growth ROI on brand advertising from 10:1 to 14:1, as you look to the future? direct visitor spending increased by four perWhen COVID-19 was cent, and Rooms and Meals tax r evenue declared a national emergency, increased by 15 percent (FY2015-18). Cimino Visit Williamsburg quickly has served as the Director of International shifted its focus to serve as a Marketing for the Massachusetts Office of hospitality industry information Travel and Tourism and her background hub, sharing COVID-related includes work with New York City-based information and resources.

Redpoint Marketing PR and Boston-based In June, Visit Williamsburg Connelly Partners. Cimino earned her under- launched the $7.6 million “Life. graduate degree from Keene State College.

At Your Pace.” advertising campaign to reignite the region’s DESTINATION BRIEF Greater Williamsburg, marketing presence, grow Virginia (visitwilliamsburg.com) and its three and enhance brand awaredistinct regions – Jamestown, Williamsburg ness, and facilitate consumer and Yorktown – ar e home to some of the engagement. most significant events in American hisThe March 2021 Smith tory. Recognized as one of the world’s top 52 Travel Research Report shows Places to Go in 2019 by The New York Times, the area achieved 35 percent the region is home to attractions that include hotel occupancy (versus 45 percent in 2019) amusement parks, haunted house tours, golf- with an average daily rate of $114 (versus $109 ing, and cycling across scenic landscapes. in 2019). Considering group, business, and Many travelers visit for the unique opportu- international travel has yet to rebound, this is an nity to experience life as it was in the 18th incredibly positive indicator. century. Greater Williamsburg offers a variHow do you describe the Williamsburg ety of outdoor activities from biking, hiking, difference and what makes Williamsburg Segway tours and zip lining to golf, schoo- special? ner sails, and paddle boarding and kayaking Williamsburg is a year-round destination that on the James and York Rivers. The destina- caters to a host of individual tastes by providing tion also offers adult activities per fect for a tailored vacation, with multiple museums, craft romance, relaxation and a girls-or-guys get- breweries, culinary offerings, shopping, amuseaway. Ther e’s no shortage of things to do ment parks, cultural experiences, golf, sailing, and from fine dining, breweries, distilleries, win- more for visitors of all ages. eries, museums, and r elaxing spas. Being Is Williamsburg well-understood from easily accessible by car from many East Coast a tourism standpoint and how are you cities, Greater Williamsburg is an ideal road working to build awareness and visibility trip destination. for Williamsburg?

124 LEADERS

In 2019, the region played host to 1.5 million overnight visitors. Through Adara, we’re able to measure if someone has clicked on a digital display ad and then gone on to search or book lodging. The “Life. At Your Pace.” campaign has driven more than 945,000 website sessions, 86,000 hotel searches, and 2,700 bookings resulting in $840,000 in hotel revenue since January 1, 2021.

What excited you about the opportunity to lead the Williamsburg Tourism Council and made you feel it was the right fit?

The opportunity to call on my experience in both government and the private sector to build a brand new destination marketing organization from the ground up, coupled with the challenge of reinvigorating visitation to the region, is what drew me to the position.

A family at Historic Jamestowne

How critical has it been to build out the team at the Williamsburg Tourism Council?

Building out a team that drives the organization’s business goals was crucial. When you compare Visit Williamsburg to DMOs with comparable budgets, we’re a very lean team – partly due to COVID, but also by design. The Visit Williamsburg team is a competent, well-rounded group of professionals with diverse backgrounds, selected to play a key role in growing overnight visitation.

What are your key priorities for the Williamsburg Tourism Council to help Williamsburg recover and rebuild from the pandemic?

Tourism is a significant contributor to the region’s economy and Visit Williamsburg will maintain an aggressive promotional strategy to increase overnight visitation to the area.

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VOLUME 44, NUMBER 3

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INTERVIEW

INTERVIEW

Interview

Handcrafted Frames and Replication of Extraordinary Furniture An Interview with Eli Wilner, Chief Executive Officer, Eli Wilner & Company

EDITORS’ NOTE Eli Wilner is a leading frame dealer, frame restorer, and collector, as well as an acknowledged and published authority on the art of framing. His publications include Antique American Frames: Identification and Price Guide, and The Gilded Edge. Wilner has framed over 10,000 paintings, including the spectacular frame for Washington Crossing the Delaware for The Metropolitan Museum of Art, and 28 paintings for the White House.

COMPANY BRIEF Eli Wilner & Company (eliwilner.com) is a Manhattan gallery located on New York City’s Upper East Side. For over 30 years, Eli Wilner & Company has specialized in European and American period frames and frame restoration, boasting a vast inventory of over 3,500 frames spanning the 15th century through the present. Since 1983, Eli Wilner & Company has published over 100 articles about antique frames, and collaborated extensively with curators from The Metropolitan Museum of Art, The Smithsonian American Art Museum, and The Cleveland Museum of Art.

Eli Wilner with Emanuel Leutze’s Washington Crossing the Delaware, 1851, with a frame created by Eli Wilner & Company, The Metropolitan Museum of Art

symbols including an eagle, flags, pikes, bayonets, a drum, and a munitions case, among many other details. An undulating ribbon at the base of the crest reads, “First in war, first in peace, first in the hearts of his countrymen,” a line excerpted from Henry Lee’s eulogy to Washington in 1799.

Photograph by Mathew Brady showing Emanuel Leutze’s Washington Crossing the Delaware, taken during an 1864 Art Exhibition

What have been the keys to your gallery’s longevity and its ability to stand the test of time?

There has been a need, from the late 20th century through today and for the foreseeable future, to replace the inappropriate frames in museums and private collections with the frames that the artists would have chosen in their time. An example of this need is the commissioned project by The Metropolitan Museum of Art to recreate a monumental frame for Emanuel Leutze’s Washington Crossing the Delaware, 1851, based on recently rediscovered documentary photographs by Mathew Brady. These rare images were taken during the 1864 Art Exhibition, when the painting was featured at the Metropolitan Fair in aid of the United States sanitary commission. The original frame in the Brady photographs had been inexplicably lost. This is the largest frame at The Metropolitan Museum, with the outer dimensions measuring approximately 14 x 23 feet. It also features a fully hand carved and gilded 14-foot wide crest, consisting of American Revolutionary War VOLUME 44, NUMBER 3

An artisan in the Eli Wilner studio carves the eagle crest for Emanuel Leutze’s Washington Crossing the Delaware, The Metropolitan Museum of Art LEADERS 127

Eli Wilner Replica of the Resolute Desk, in the replica Oval Office at the George W. Bush Presidential Library

Foliate medallions for the replica Resolute Desk being hand carved in the Eli Wilner Studio (above); An artisan in the Eli Wilner studio assembles a replica of the Resolute Desk (right)

Hand carved ornament for a replica of the Resolute Desk 128 LEADERS

My studio and gallery staff spent years doing in-depth research alongside The Met’s curators, meticulously handcrafting the frame to the smallest detail. The frame has a wide cove profile with acanthus-leaf and leaf-andberry cast ornaments. In addition to the crest, hand-carved elements include the embellished shields at the corners and individual stars set inside the cove.

Using over 12,500 sheets of gold, the entire frame surface was water-gilded in the traditional fashion. In preparation for this process, several layers of gesso were applied and sanded, followed by period-appropriate colors of clay, also commonly referred to as bole. After the gold leaf was delicately hand applied with squirrel hairbrushes, areas of the frame were selectively burnished with agate-tipped tools. Finally, the entire frame was finished and patinated to render the appearance of age with all its nuances and subtleties. The frame was so massive that it had to be designed for on-site assembly and was carried up the Museum’s Grand Stairwell in sections. The completed frame is now the centerpiece of the museum’s American Wing.

Another key to our success has been the extraordinary team that we put together of carvers, gilders, and finishers that is unmatched by any other framer working today.

How did Eli Wilner adapt its business to address the challenges caused by the global pandemic?

Since clients were not coming to the gallery during the pandemic and the auction houses held more virtual sales, we reached out to museums and raised money with grants from collectors who appreciate the need that museums have for reframing and frame restoration.

Will you provide an overview of Eli Wilner’s service offerings?

We are currently focused on four divisions in our business model: Antique frames; Replication of antique frames; Antique frame restoration; and Replication of extraordinary furniture.

Will you highlight Eli Wilner’s work in replicating the Resolute Desk?

We opened up a new division for the replication of extraordinary furniture. This division utilizes the carving and finishing skills we have been developing for years.

One example of the work we have done is the recreation of the Resolute Desk, the elaborately carved oak desk used in the Oval Office, that was a gift from Queen Victoria to President Rutherford B. Hayes in 1880. We have sold four replicas of this desk during the pandemic. Our first Resolute Desk replica was completed in 2010 after a year of hand carving and finishing. That desk is now on display as part of the re-creation of the Oval Office in the George W. Bush Library in Texas.

How do you define the Eli Wilner client and how broad is your target market?

Our target market includes wealthy global private clientele such as legacy families and CEOs of major corporations, major international auction houses, and hundreds of not-for-profit cultural organizations across the country.

Another area that has been very active is the need by art insurance companies to repair their policyholders’ damaged frames. The finest insurance companies, such as AXA and Chubb, consider us to be their preferred provider for restoration services in these situations. If the frame is unable to be restored, it is usually required that it be replaced with a frame of equal or greater value.

As examples, we recently had the following projects: • A family heirloom frame was damaged in a fire.

• A group of frames that were damaged in a flood.

• In numerous instances, movers have inadvertently damaged the delicate composition structure of antique frames.

• Frames have been lost while on consignment to an auction house, or mishandled while on loan to an institution.

What are your key priorities for the business as you look to the future?

As COVID is finally relaxing its grip on the world, I plan to expand the business by purchasing a new building and increasing our staff members. We have also embarked on a very successful grant program for museums and other not-for-profit organizations. We have so far raised $240,000 and are about to raise another $240,000 in funds that have been earmarked to meet the framing needs of these organizations.

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VOLUME 44, NUMBER 3

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