commitment-to-diversity-report-2012-13

CalPERS Commitment to Diversity & Inclusion Report

Fiscal Year 2012–13

CalPERS Commitment to Diversity & Inclusion, FY 2012-13 2

ContentsMessage from our CEO 3

About CalPERS 4

Our Approach to Diversity & Inclusion 4

Our Workforce, Our People 5

Recruiting & Developing Talent 6

Our Workplace, Our Culture 7

Integration of Diversity & Inclusion 7

Employee Resource Groups in Action 11

CalPERS Diversity Inclusion Group (CDIG) 11

CalPERS Disability Advisory Council (CDAC) 12

Our Marketplace 13

CalPERS – Looking Ahead 18

CalPERS Vision, Mission and Core Values 20


Anne Stausboll

Message from our CEO

I am pleased to present our “CalPERS Commitment to Diversity & Inclusion” annual report for the fiscal year ending June 30, 2013 This report highlights the many accomplishments we’ve achieved in the area of Diversity and Inclusion and offers a glimpse of what’s planned for the coming year

Diversity and Inclusion impacts everything we do at CalPERS, from the people who make up our workforce, to the culture that defines our workplace and how we conduct our business in a very competitive marketplace

The CalPERS workforce features employees who speak 32 different languages, including American Sign Language, and is a reflection of California’s ethnically diverse population

We pride ourselves on the workplace culture we’ve developed that encour-ages our employees to contribute to the organization’s success by inspiring new ideas, providing excellent customer service and participating in inclusive workplace initiatives such as informal mentoring

When it comes to doing business, we feature partners that are certified as Small Business and Disabled Veteran Business Enterprises In our investment portfolio, we seek companies with Boards that have diverse representation

We look forward to continuing our commitment to Diversity and Inclusion It is an essential part of serving those who serve California

Sincerely,

Anne Stausboll, Chief Executive Officer

Our differences are our strengths


About CalPERSThe California Public Employees’ Retirement System (CalPERS) is the nation’s largest public pension fund with total assets of $257 9 billion as of June 30, 2013 Based in Sacramento, CalPERS administers retirement and health benefits to more than 1 7 million people and 3,089 school and public employers

The System operates eight Regional Offices located in Fresno, Glendale, Orange, Sacramento, San Diego, San Bernardino, San Jose and Walnut Creek Led by a 13-member Board of Administration, consisting of member-elected, appointed, and ex officio members, CalPERS has a membership of 1 1 million active and inactive members and 574,759 retirees, beneficiaries, and survivors from State, school and public agencies

Our Approach to Diversity & InclusionDiversity & Inclusion (D&I) at CalPERS is an organizational imperative Aligning with our members, engaging our communities and attracting and retaining talented individuals are vital to our success Our strategic approach to integrating D&I into all aspects of our business is focused on three core areas:

• Workforce – We recruit and retain a high-performance team inclusive of California’s rich diversity

• Workplace – We actively develop and educate our leadership and employees to increase and integrate D&I awareness, understanding and imparting skills that lead to greater quality, respect and accountability

• Marketplace – We serve our members with sensitivity to their diverse perspectives Our business partners include ones that are certified as Small Businesses and/or Disabled Veteran Business Enterprises

As the nation’s largest public pension fund within one of the most ethnically and culturally diverse states, we believe the combined experiences, perspec-tives and talents of all employees and stakeholders strengthens our high performance work culture and organization Our differences are our strengths


CalPERS workforce by ethnicity

White: 65.06%

Hispanic: 15.07%

African American: 1.50%

Filipino: 1.18%Pacific Islander: 0.21%

American Indian: 0.14%

Asian: 16.83%CalPERS workforce by gender

Male: 41%

Female: 59%

Our Workforce, Our PeopleOne of our greatest strengths is our workforce, with men and women of many nationalities, backgrounds and generations working together to create a diverse and inclusive workforce and workplace Based on information supplied volun-tarily by our employees, our workforce reflects the racial and ethnic makeup of California’s population 1

CalPERS employees speak 31 different languages, in addition to sign language, and volunteer their interpretation and translation services as needed to conduct business We are committed to ensuring that all members of the public, including those who are non-English speaking and Limited-English Proficient, have equal access to CalPERS programs, services and information

1 CalPERS Employee Data Source: CalPERS all employees is a subset of the my|CalPERS member population from July 2013; all employees include managers, supervisors and rank and file employ-ees Ethnic group data provided by Epsilon, ethnic data provider; the classification of ethnic group was based on the member First Name, Last Name and address


13.4%

CalPERS employees with disabilities

Recruiting & Developing TalentAcquiring Diverse Talent

Our D&I initiatives and strategies are designed to attract, develop and advance talented individuals regardless of their race, national origin, sexual orientation, religion, age, gender, disability status, military or veteran status or any other broad range of human differences

To create a talent pool of diverse, multi-cultural and qualified professionals, we attend a variety of outreach events including those targeted to veterans, college students and experienced professionals in specific fields or occupations We utilize industry professional associations like the Chartered Financial Analyst (CFA) Society of Sacramento as part of our recruitment strategy Likewise, we strategically tap into our employee alumni associations and are presently building strategic partnerships to further expand our recruitment reach We also participate in the State mandated Limited Examination and Appointment Program (LEAP) LEAP is an alternate selection process for the recruitment and hiring of persons with disabilities

In an effort to communicate with today’s technology-savvy job seekers, we enhanced our CalPERS website by becoming the first California State agency to offer an online job application system known as “NEOGOV ” NEOGOV makes it easier for applicants from around the world to apply for one or more posi-tions and strengthens our recruitment efforts In our first year using NEOGOV, we received more than 50,000 applications for over 800 job openings We have also increased our social media presence by advertising job openings on LinkedIn, Twitter, Facebook, Dice com, Google Plus and others

Highlights from Fiscal Year 2012-13

• Introduced an online platform to search and apply for CalPERS job openings

• Launched Google Plus and CalPERS Career Opportunities on LinkedIn to reach out to job seekers

• Conducted an onsite CalPERS IT Career Fair and CalPERS Career and Education Fair for employees

More than 50,000 applications received for over 800 job vacancies in our first year utilizing the online job applicant system


81%

CalPERS employees who took part in the Organizational

Health Index survey

Our Workplace, Our CultureOur distinctive approach to D&I is based on a belief that we each take personal accountability for success in this area We equip our employees with the tools to increase their awareness and understanding of differences and why they matter so their actions can contribute to our inclusive and high-performing workplace culture

The CalPERS workplace offers a wide-range of learning opportunities to help develop the knowledge and skills employees need to cultivate awareness and understand that D&I is a critical business component and individual success factor The curriculum includes lessons on how D&I impacts individuals and teams in the workplace Team-building and cohesiveness exercises address potential communication challenges while other courses explore self-awareness, cultural awareness and generations in the workplace

Integration of D&I Organizational Health Index Survey

One of the ways we obtain employee feedback is through our Organizational Health Index (OHI) survey, which measures overall employee engagement and satisfaction In Fiscal Year 2012-13, 81 percent of CalPERS employees participat-ed and the findings for the D&I questions were positive and revealed employees strongly agree with this statement: “CalPERS leverages individual experiences, perspectives and talents to ensure quality outcomes, fosters a work environ-ment that values individual differences and contributions, and the organization consciously publicizes and educates employees on D&I ”

First Annual D&I All Staff Presentation

To deepen employees’ understandings on how to enhance D&I in the workplace, CalPERS invited Steve L Robbins, Ph D , as its guest speaker for an All Staff presentation Dr Robbins is a nationally recognized author and speaker on “unin-tentional intolerance ” His book, What If? Short Stories to Spark Diversity Dialogue, explores issues that dominate today’s culturally and ethnically diverse workplace and challenges us to not only be mindful about valuing people for their unique gifts, abilities and experiences, but to intentionally incorporate this concept when working with others

His presentation was video conferenced live to the eight CalPERS Regional Offices and was recorded for future viewing by employees in a team-building setting


Workshops

In Fiscal Year 2012-13, we further integrated D&I concepts and practices throughout CalPERS by leading 12 Divisions and Regional Offices through D&I workshops Additionally, 86 senior leaders and managers throughout the organization completed the “D&I 101” workshop, which is designed to enhance leadership’s personal understanding of D&I and their role in increasing diversity and fostering an inclusive work environment

CalPERS also provided the foundation of D&I knowledge for employees through an assortment of workshops such as the following:

• STAR Workshop – Explores Sensitivity, Trust, Appreciation and Respect for all employees and identifies a set of behaviors that create inclusion and provides a guide for what we say and do in all of our interactions—with colleagues, members and vendors

• Diversity Card Game Workshop – A fun and non-threatening way to gain insight into individual and group styles of thinking and an innovative way to build team understanding, appreciation and cohesiveness

• Color Lingo Workshop – Challenges how effective one’s communication is and how effective is a given team’s communication Utilizing the power of knowing the various color personality styles enhances communication skills for maximum effectiveness

• Charting Your Course – A workshop to provide employees with an under-standing on how D&I impacts individuals, teams, organizations and stakeholders and subsequently chart their course toward successful engagement in the workplace

• D&I 101 Workshop – A dynamic and highly interactive workshop that provides employees with the tools to be “D&I savvy” through awareness of culture, self-awareness, generations in the workplace and the next steps to implement inclusion

Web-Based Training

All levels of CalPERS staff have access to our five D&I web-based training courses:

• Diversity and You

• The Importance of Diversity and the Changing Workplace

• Getting Past Clashes: Valuing Team Diversity

• Management Essentials: Managing a Diverse Team

• Leading Teams: Developing the Team and Its Culture


Informal Mentoring: Share What You Know

In their own unique way, everyone at CalPERS contributes to our success In line with our new Strategic and Business Plans, we are embarking on an unprece-dented era of knowledge sharing and employee development In support of these efforts, CalPERS is championing a two-year Informal Mentoring initiative

At CalPERS, we are fortunate to have an amazingly dedicated and talented staff Informal Mentoring seeks to build on those existing strengths enterprise-wide CalPERS has always been a sharing culture where we strive to find new and creative ways to work together and leverage the knowledge that is all around us The goal of this initiative is for our unwavering commitment to help each other grow and to have informal mentoring be further woven into the fabric of our culture

Unlike formal mentoring programs, informal mentoring just happens No program No set meetings to attend It’s just two people getting together to share ideas and knowledge with the goal of learning At CalPERS, we have the opportunity to collaborate with one another every day The possibilities for informal mentoring are limitless Far from being just one more expectation or a formalized relation-ship, the premise of our Informal Mentoring initiative is that it can be woven into the everyday as each of us makes a valuable contribution to CalPERS

While one of the advantages of informal mentoring is the satisfaction gained in sharing your expertise with others, the overall benefits go far beyond that

Informal mentoring also:

• Allows for learning about other areas of the organization and gives everyone a more global perspective

• Builds bench strength across the organization

• Enhances opportunities for professional and personal development

• Capitalizes on the breadth of experience in our diverse workforce

• Elevates knowledge transfer from information transmittal to the capture of practical experience and wisdom

The premise of our Informal Mentoring initiative is that it can be woven into the everyday.


Career Services Program

At CalPERS, we encourage and support the career development and upward mobility of our employees

The CalPERS Career Services Program was created to provide information and tools to assist employees in meeting their personal career goals CalPERS employees can utilize the services, resources and tools provided by the program The information provided by the Career Services Program is intended to supple-ment the career coaching provided by managers and supervisors to employees

The Career Services Program offers the following services:

• Information regarding

» transfers and examinations » classifications or State career paths » CalPERS training classes, including career development and job related

skills training » professional development activities and associations

• Application, résumé, and cover letter review, recommendations and preparation tools

• Hiring interview and examination tips and techniques


Employee Resource Groups in ActionThe CalPERS Employee Resource Groups are the CalPERS Disability Advisory Council (CDAC) and the CalPERS Diversity & Inclusion Group (CDIG) These groups enable employees to participate in professional and personal growth opportunities through training and education, volunteer projects in the commu-nity, networking events, cultural heritage celebrations and project management assignments

CalPERS Diversity Inclusion Group (CDIG) In August 2012, our Executive Leadership team participated in the “Generational Jeopardy” game, a twist on one of America’s favorite TV game shows The goal of this game was to have fun while learning more about the four generations that work at CalPERS, and work together as a team

In February 2013, the CDIG kicked-off its 2013 Quarterly Brown Bag Luncheon Speaker Series with Roger J Valine, former Vision Service Plan (VSP) president and chief executive officer Mr Valine positioned VSP as one of Fortune Magazine’s “100 Best Companies to Work for in America” for eight consecu-tive years while growing revenues from $10 million to $2 7 billion His remarks focused on key workplace topics such as culture and environment for employees and customers, managing with integrity and openness, and motivating people with respect and accountability

In March 2013, leaders of the CDIG attended the 2nd Annual Conference of the Sacramento Inclusion & Diversity Council – “Building Bridges: Collaborating in a Challenging Economy ” The Council consists of D&I leaders from businesses and organizations such as Kaiser Permanente, Microsoft, Vision Service Plan Global, the Sacramento Municipal Utility District and Sacramento Regional Transit District

In May 2013, the CDIG launched the D&I Lunch and Learn Roundtable Series, which explored “The Challenges and Triumphs of Working in the Investment Industry: A lunchtime interview with CalPERS Investment Officer, Tim Legesse ” As an African American male, Mr Legesse shared his unique perspective on the challenges and successes he encountered over his career in the investment and financial services industry

In celebration of Asian Heritage Month in May 2013, and CDIG’s volunteering efforts in the local community, several members offered their time to the Asian Pacific Rim Foundation As volunteers, they took part in the one day, Pacific Rim Street Festival that focuses on the celebration of the Asian Pacific Rim Heritage CDIG Advisor, Brandon Manzano, volunteered with the Asian Pacific Rim Foundation and commented, “The Asian culture is lively and infused with a rich and profound history, from the food and the values to the colorful décor It is a dynamic festival and celebration ”

Lunch and Learn Roundtable Series introduced May 2013


In partnership with Sacramento Loaves & Fishes, CDIG members volunteered on weekends throughout June 2013 assisting in efforts to feed the hungry and shelter the homeless The CDIG generated awareness for Sacramento Loaves & Fishes and held a donation drive from July 15 through August 8 at CalPERS, requesting employees to donate hygienic items, clothes, baby items, and pet food This partnership provided CalPERS volunteers with the experience of serv-ing men, women and children who live in the Sacramento community and are in need of these basic supplies

CDIG member Geeta Kumar, coordinated the partnership between CalPERS and Sacramento Loaves & Fishes “This volunteering experience was very humbling Preparing food and serving lunch to Sacramento’s hungry and homeless resi-dents showed each of us how much we take for granted My perspective has forever been altered and enriched by my experience,” Ms Kumar said

CalPERS Disability Advisory Council (CDAC)In November 2012, the CDAC co-hosted the CalPERS Veterans Day event, which encouraged employees who served in the military to wear their uniform to work on this special day

In January of 2013, members of the CDAC went through the 13 Steps to Inclusion training The training provided members with an understanding of basic program accessibility requirements and the usability of programs, services and activities, for both employees and stakeholders with disabilities In addition, the training explored attitudes and examined the disability experience, reviewed principles of program access, identified participation barriers and developed strategies for improvement and offered State and online resources

Diversity & Inclusion Day at CalPERS

In August 2013, the CDAC and the CDIG hosted the CalPERS seventh annual Diversity & Inclusion Day – “Putting our Core Values to Work in our Communities ” Representatives from nearly 50 community-based organizations participated in the special event Their aim was to promote awareness of community needs for volunteers and to spark an interest among CalPERS employees The event connected employees and organizations with opportunities to work together to build stronger communities

Exceeded the goal for disabled veteran participation for the second time in ten years


95%

portion of all office supplies purchased from

certified small business and Disabled Veteran Business

Enterprise vendors

Our MarketplaceCalPERS aims to maximize the value of our supplier relationships and places a high value on diversity as demonstrated by our ongoing programs to attract, retain and advance small businesses and Disabled Veteran Business Enterprise (DVBE) vendors

CalPERS Supplier Diversity Programs

CalPERS is committed to providing diverse suppliers with economic opportu-nities to supply products and services to our organization This commitment enhances California’s local economy and also enriches our experience as a result of doing business with a wide range of vendors for a variety of supplies and services During Fiscal Year 2012-13, CalPERS participated in outreach events and educated our staff on small business and DVBE vendor contracting oppor-tunities We helped non-certified vendors qualify for small business or DVBE status and provided interested business owners with networking opportunities through bidders’ conferences

Our goal is that three percent of all contracts be awarded to DVBE and 25 percent of our contracts to small businesses CalPERS exceeded its DVBE participation goal for the second time in 10 years with 6 39 percent participation Small busi-ness participation is at 15 66 percent and we continue to successfully purchase 95 percent of all office supplies from certified small business and DVBE vendors


13%

portion of total fund external assets managed

by emerging managers

portion of total fund external assets

managed by women and minority managers

9%

Equality of Access

CalPERS Investment Office is committed to equality of access and opportunity for our investment managers The Investment Office seeks to provide equality of access by establishing an internet-based investment proposal submittal process and by applying consistent decision criteria for investment proposals Additionally, our Investment Office is committed to open communication about our investment strategies, portfolio exposures and criteria for making investment decisions

Emerging Manager Plan

During Fiscal Year 2012-13, CalPERS Targeted Investment Programs initiated several work streams under the Emerging Manager Five-Year Plan, Pathway to the Future Implementation of the Plan objectives is through 10 work streams centered on two major areas: Portfolio Management; and External Outreach The CalPERS Board of Administration approved the Plan in August 2012, consistent with California Senate Bill 294 (Price) enacted in 2011 The Plan also outlines definitions for emerging managers in each asset class

Emerging & Diverse Manager Data Report

A key accomplishment under the portfolio management work streams was the Emerging & Diverse Manager Data Report This report provides information on the current number, market value and performance of emerging and diverse managers in the CalPERS investment portfolio The information regarding emerging managers encompasses CalPERS investments made through direct relationships including with fund of fund advisors, as well as with underlying funds in fund of funds Information regarding diverse managers encompasses CalPERS investments with both emerging and non-emerging managers

CalPERS surveyed nearly all current external managers in the investment port-folio Survey respondents were asked on a voluntary basis to indicate if they met the definition established for the survey of a Diverse Investment Management Business by identifying the gender, ethnicity and race classification of the owner-ship of the entity The results of this survey show women and minority managers make up a higher proportion of emerging managers than non-emerging manag-ers involved in portfolio management of our total fund As a result, an ancillary benefit of our emerging manager strategies is greater ethnic and gender diversity among CalPERS external fund managers

Initiated multiple work streams under the Emerging Manager Five-Year Plan


CalPERS Emerging and Diverse Manager Forum

Another key accomplishment was the CalPERS Emerging and Diverse Manager Forum held on December 3, 2012, in Sacramento Organized by staff and co-hosted by Legislative Caucuses and stakeholder groups, this event provided an opportunity to communicate our Investment Office efforts related to emerging and diverse investment manager programs to approximately 400 attendees The agenda, related documents, session videos and more information can be viewed via CalPERS On-Line within the Targeted Investment Programs information webpage

Board Quality

At the end of 2012, we integrated Board quality and diversity into what we refer to as our “virtuous circle” of value creation as one of the five core issues staff believes have a material long term impact on risk and return Fiduciaries to CalPERS, such as corporate boards and external managers, are accountable for overseeing the use of our capital Therefore, we want these boards to represent a diverse mix of characteristics, experience and competencies to ensure effective board leadership and oversight of CalPERS capital

Looking back, we’ve seen a lack of board turnover, the absence of tenure limits, and narrow outreach efforts Boards need to be refreshed – this happens by adding new talent to boards who bring different perspectives, skill-sets, back-grounds and experiences This is an important step toward challenging “group think” in corporate boardrooms, which we have learned from the financial crisis can have a devastating impact on the ability to question assumptions

Diverse Director DataSource (3D)

Our first goal was to build supply This was achieved in July 2012, when CalPERS and California State Teachers’ Retirement System (CalSTRS) opened the Diverse Director DataSource (3D) to the corporate community at the New York Stock Exchange Over 600 candidate profiles are fully submitted and searchable The pool includes some exceptional talent with half of the candidates having current public company board experience More than two thirds of the candidates are female and over a quarter have gone through a board certification program The candidates cut across a range of industries and functional expertise, with a quarter of the candidates having international experience Together they speak 41 different languages

The success in gathering potential candidates reflects the wide and exten-sive consultation we had with more than 150 groups representing investors, companies, search firms, academics and diversity networks in our roundtables Participation in such consultations continued for more than two years to work through the design, development and implementation of 3D

Launched Diverse Director DataSource (3D) in July 2012

400 attendees took part in CalPERS Emerging & Diverse Manager Forum in December 2012

http://www.calpers.ca.gov/index.jsp?bc=/investments/targeted-programs/home.xml

http://www.calpers.ca.gov/index.jsp?bc=/investments/targeted-programs/home.xml


National Association of Corporate Directors (NACD)

The January/February 2013 issue of NACD Directorship Magazine, a National Association of Corporate Directors’ publication, featured an article co-written by Anne Simpson, our Senior Portfolio Manager & Director of Global Governance, and Michele Hooper, Chair of the Nominating and Governance Committee at UnitedHealth Group (UNH) The article, “How to Engage Shareholders when Selecting New Directors,” highlights CalPERS and UNH’s collaborative work to appoint a new independent director to the UNH Board and details the nomina-tion process that was developed along the way

CalPERS joined the NACD to host a panel discussion on board quality – diver-sity, investor activism, governance and performance The June 20, 2013 panel, moderated by Anne Simpson, included David Batchelder, former director of five Fortune 500 companies; Margaret Foran, Director on the Board of Occidental Petroleum Corporation; and Bonnie Hill, who serves on the Board of Directors at The Home Depot The event was attended by more than 70 company directors

Board Quality and Diversity

CalPERS and CalSTRS wrote to 41 S&P 500 companies in June 2012, on the issue of board quality and diversity The 41 companies were identified for having all male boards We contacted the companies once more in April 2013 to follow up and continue encouraging improved diversity on their boards as well as share the recent NACD Blue Ribbon Commission Report, The Diverse Board: Moving from Interest to Action


Legal Office Survey

Our Legal Office conducted its second annual D&I Survey of the outside counsel firms with which CalPERS has contracts The goals of the survey are to support and encourage diversity among our outside counsel, to communicate CalPERS commitment to D&I and to encourage these firms to share our commitment The voluntary survey seeks statistics about the women and minority representation at the firms and information about the firms’ D&I policies, programs and initia-tives The 2013 survey was sent to 52 law firms and 31 responded

It is important to note that California State Law (enacted through passage of Proposition 209 in 1996) prohibits State agencies from discriminating against or granting preferential treatment to any individual or group on the basis of race, sex, color, ethnicity or national origin in the operation of public contract-ing CalPERS therefore may not grant preferential treatment to contractors with whom we engage in business based on the above characteristics


CalPERS – Looking AheadFuture D&I initiatives and activities are underway and directly linked to the CalPERS 2013-15 Business Plan and 2012-17 Strategic Plan

Workforce

California Department of Human Resources (CalHR) Statewide Online Disability Survey - As part of the Rehabilitation Act of 1973 and Government Code 19233, CalHR requires all State agencies to conduct a disability survey periodically The survey helps agencies determine if they are meeting their mandated goal to employ a certain percentage of persons with disabilities The online survey, which is managed by CalHR, is confidential and allows employees to self-identify as having a disability or confirm they do not have one

As part of October’s Disability Awareness month, CalPERS plans to launch CalHR’s online Disability Survey and encourage employees to take the survey CalPERS goal is to increase its rate from 13 4 percent to 16 6 percent, which is CalHR’s mandated rate to employ persons with disabilities in the workforce

D&I Competencies Labs & Inclusive Leadership – CalPERS Diversity Outreach Program is currently working on a model to expand employees’ knowledge of D&I competencies to address current and future organizational needs and to cultivate a high-performing, innovative and inclusive workforce

Workplace

Employee Resource Group Program - To integrate D&I into the organizational culture, CDOP continues to seek support from its two established employee resource groups: CDIG and CDAC Staff will collaborate with internal stakehold-ers to establish a formal program to enable employees to create CalPERS-sanc-tioned employee resource groups that actively engage in focusing on a central unifying purpose, mission or business activity This supports CalPERS Workforce Strategic Plan for peer-to-peer knowledge transfer, informal mentoring, profes-sional development, talent management, recruitment and retention


Marketplace

CalPERS is committed to building a strong Supplier Diversity Program The foundation of our program consists of internal and external deliverables to help ensure program success for all CalPERS stakeholders

Our program focuses on certified SB/DVBE In doing this, we strive to increase our participation with the California Department of General Services (DGS) Advocate Meetings by addressing the need for more certified SB/DVBE vendors providing legal services Within our organization, efforts are in place to educate employees in decision-making positions on our supplier diversity program, poli-cies and achievements

We will extend our external outreach by seeking diverse suppliers through active involvement with SB/DVBE organizations and participation in various trade shows, conventions and procurement events We will continue to work directly with certified small businesses, including notifying them when their certification has expired and encourage eligible SB/DVBE vendors to become certified through DGS

CalPERS is again partnering with the NACD to host an event in March 2014, around the theme of board quality and diversity CalPERS will continue to encourage outreach opportunities because we know that it’s important to foster new networks between diverse candidates and the recruitment world

CalPERS will submit the first annual report on progress made under the Emerging Manager Five-Year Plan, Pathway to the Future, in March 2014 as required by statute

Targeted Investment Program staff anticipates organizing another CalPERS Emerging and Diverse Manager Forum event to occur April 1, 2014 and intends to once again invite Legislative Caucuses and stakeholder groups to co-host Staff will make event materials available via CalPERS On-Line within the Targeted Investment Programs information webpage

Global Equity staff is making progress restructuring the Manager Development and Emerging Manager Fund of Funds Programs This effort is intended to inte-grate the work of emerging managers with the overarching investment strategy of the asset class Staff’s work will focus on ensuring a high level of communica-tion between CalPERS staff, strategic advisors and stakeholders as the transition to the new program structure occurs In collaboration with CalPERS Office of Public Affairs, staff plans to host a webinar in February 2014 focused on Global Equity’s Emerging Manager Program Restructuring

Real Estate staff anticipates Canyon Catalyst Fund committing capital to a total of four to six emerging investment management firms over the course of its three-year investment period Emerging Manager program advisor, Canyon Capital, expects to complete its confirmatory due diligence and finalize agree-ments with selected emerging managers on its short list of prospective candi-dates in the first quarter of Fiscal Year 2013–14


CalPERS Vision, Mission and Core Values

Our Core Values

Quality • Strives to exceed customers’

needs and expectations through competence, innovation and teamwork

• Proactively explores policy and product opportunities to better serve our customers

• Seeks to “do it right” the first time

• Considers, understands and manages risk

Respect • Treats every person with kindness

and humility

• Values and recognizes every individual for their unique skills, talents and contributions

• Stays present in the moment and actively listens to understand others

• Is courteous, responsive and professional

Accountability • Takes ownership of, and

responsibility for, actions, risks and results and uses outcomes as learning opportunities

• Makes sound decisions from experience, good judgment and collaboration

• Gives and seeks clear expectations

• Finds solutions that contribute to desired results

Integrity • Acts in all endeavors with an ethical,

honest mindset and in a professional manner

• Honors commitments, keeps promises and builds trust

• Is truthful in all actions and communications

Openness • Approaches every situation with good

intentions

• Is receptive to new and diverse ideas

• Listens, cooperates and shares across the organization

• Encourages a trusting environment by being genuine and transparent in actions and communications

Balance • Supports a healthy personal and

professional balance

• Maintains focus on long-term goals while meeting short-term needs

• Embraces opportunities for personal and professional development

• Supports an environment that is optimistic and enjoyable in which relationships can prosper across our organization and communities

Our Vision A trusted leader respected by our members and stakeholders for our integrity, innovation and service

Our Mission Provide responsible and efficient stewardship of the System to deliver promised retirement and health benefits, while promoting wellness and retirement security for members and beneficiaries

California Public Employees’ Retirement System400 Q StreetP O Box 942701Sacramento, CA 94229-2701www.calpers.ca.gov

Produced by CalPERS External Affairs Branch with CalPERS Diversity & Outreach Program January 2014.1.1

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