diversity journal - mar/apr 2006

Volume 8, Number 2 March / April 2006$8.95 U.S.

Also Featuring ... MGM’s Front-Runner Punam Mathur • The Many Habits of Highly Inclusive Organizations

V6 POWER FOR LONG, LEISURELY DRIVES. OR QUICK, EXCITING ONES.

Plenty of get-up-and-go. An Intelligent Four-Wheel Drive System.* Up to

29 miles per gallon.† There’s a reason it’s called the Escape. fordvehicles.com.

*Available. †V6 optional. EPA estimated 24 city/29 hwy mpg, 2.3L I4 FWD/5-speed manual transmission.

2 Profiles in Diversity Journal March/April 2006

PUBLISHER James R. Rector

MANAGING EDITOR John S. Murphy

CREATIVE DIRECTOR Linda Schellentrager

DIRECTOR, MARKETING Damian Johnson

CONTRIBUTING EDITOR Laurie Fumic

OVERSEAS CORRESPONDENT Alina Dunaeva

WEB MASTER Jason Bice

LETTERS TO THE EDITOR

Commentaries or questions should be

addressed to: Profiles in Diversity Journal,

P.O. Box 45605, Cleveland, OH 44145-0605.

All correspondence should include author’s

full name, address, e-mail and phone number.

DISPLAY ADVERTISING

30095 Persimmon Drive

Westlake, OH 44145

Tel: 440.892.0444

FAX: 440.892.0737

[email protected]

SUBSCRIPTIONS

U.S. $49.95 one year / $89.95 two years;

in Canada, add $15 per year for postage.

Other foreign orders add $20 per year.

U.S. funds only. Subscriptions can be ordered

at: www.diversityjournal.com or call

customer service at 800.573.2867 from

8:00 a.m. to 5:00 p.m. EST.

SUBMISSIONS

Reprints:

[email protected]

Editorial:

[email protected]

Photos & Artwork:

[email protected]

I remember not long ago when there was some clamor to have corporations pay more taxes. The prevailing sentiment seemed to be that corporations were not contributing their fair share to the treasury. Paul Harvey, the radio commentator, reminded his listeners that corpora-tions do not pay taxes; only people pay taxes. His point, of course, wasthat businesses simply pass on the tax expense to consumers who end up paying higher prices for the goods or services they buy.

What may be true about taxes, however, is certainly not true aboutdiversity. It is not just individuals who advance diversity; it is corporations,too. This explains the dual nature of Profiles in Diversity Journal. We feature individuals who are change-agents—people who are advancingdiversity and inclusion in both their companies and the communities inwhich they operate. At the same time, we showcase the companies thatmake these individuals’ efforts bear fruit.

We do this because, while we enjoy celebrating personal achievement,we are mindful that behind every star performer is the senior managementteam or board of directors of a progressive, dynamic company. Thesecompanies are the ones leading the push for diversity and inclusion.They are determined to bring fairness and opportunity to the workplace. They value the contribution of every individual.

Exelon Corporation is an outstanding example of such a company.Diversity permeates the corporate culture and extends to suppliers andcommunity organizations. John W. Rowe, the chairman, president, andCEO, not only leads the company, he makes time to lead one of thecompany’s Employee Network Groups.

You’ll find plenty of other real-life examples of diversity-in-action in our feature, “The Many Habits of Highly Inclusive Organizations.”We’ve identified the diversity habits that leading organizations have in common. Better yet, you’ll get to explore ideas that may not yet havereached your own board room.

And our Front-Runner this issue is Punam Mathur, vice president of diversity at MGM MIRAGE, the first company in the gaming industryto launch a diversity intiative. A star performer in every sense, Ms. Mathurgives us a look into this entertainment, hospitality, and gaming giant.Our profile begins on page 46.

John MurphyManaging Editor

CORRECTIONS: For the Record

Due to an editor’s error, Robert Hagans Jr., chief financial officer of AARP, was misidentified in the Leaders on Black Leaders feature in the last issue of themagazine. We apologize for the mistake.


Chairman, President, and CEO John W. Rowe of Exelon Corporation – is taking the company to new heights. We look at the role Exelon and its subsidiaries are playing in the diverse communities in which they provide power.

Punam MathurMGM MIRAGE Senior Vice President of Corporate Diversity and Community Affairs Punam Mathur is on a mission to make the company’sdiversity culture a role model in the hotel and gaming industry. Backed by strong support at thehighest levels of MGM MIRAGE, she’s succeeding.

17

46

On the Cover / Special Feature

Chrysler, Jeep, and Dodge are registered trademarks of DaimlerChrysler Corporation.

True strength has many faces.

At DaimlerChrysler Corporation, we work hard to design, engineer and

build the best cars and trucks available. And it’s all made possible through the

dedicated work of every employee. Unity does, indeed, create beautiful things.

CatalystDiversity Scorecards

Diversity Scorecards can be used to measureprogress, identify change drivers, keep managersaccountable, and communicate successes.

Diversity Best Practices Diversity Councils

Senior Executive Diversity Councils are becomingincreasingly important. Our feature from DiversityBest Practices explains why.

Diversity Crossword Puzzle Miles Mellor

Diversity Who, What, Where & When

8

54

78

departments

56

The Many Habits of Highly Inclusive OrganizationsInspired by Stephen Covey’s book, we asked some of themost esteemed companies to describe their diversity andinclusion programs to see if there are commonalities amongthem. Indeed, there are. This feature is loaded with goodideas, free for the taking.

14


At Dell, we’re committed to bringing together individuals with

diverse backgrounds, thinking, leadership and ideas, and arming

them with the best tools to ensure their success. We believe

this helps drive innovation and makes Dell a more dynamic

company. Through career development, mentoring programs,

network groups and productivity tools like the Dell Latitude D610

with Intel®

Centrino®

Mobile Technology, we offer the resources

to help every employee achieve their potential. Our goal is to

ensure that Dell is a great place to work, grow and aspire.

Success real time. Capture it at Dell.

Dell and the Dell logo are registered trademarks of Dell Inc. ©2006 Dell Inc. Intel, Intel logo, Intel Inside, Intel Inside logo, Centrino and the Centrino logo are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and othercountries. All rights reserved. Dell Inc. cannot be held responsible for errors in typography or photography. Dell is an AA/EO employer. Workforce diversity is an essential part of Dell’s commitment to quality and to the future. We encourage you to apply, whatever yourrace, gender, color, religion, national origin, age, disability, marital status, sexual orientation, or veteran status.

How do you get started? Visit www.dell.com/pdj

CAREERS AT DELL. CONSIDER THE POSSIBILITIES.

Get more out of your career. Now at Dell.

Dell recommends Windows® XP Professional

Trisa Thompson uses a Dell Latitude D610

with Intel® Centrino® Mobile Technology

Stanford Is Chief DiversityOfficer at AARP

WASHING-TON – Dr. E.Percil Stanford isthe chief diversityofficer of AARP.His responsibili-ties include shap-ing and articulat-ing the diversityand inclusionmission of the

organization. For many years, Stanford was asso-

ciated with San Diego State University,where he continues to serve as professoremeritus. He was professor and charterdirector for the university’s Center onAging. He also served as the director forthe National Institute on MinorityAging, which he founded. He is widelyrecognized for his expertise on issuesassociated with minority aging. His lead-ership in the field of aging includesbeing involved in the early developmentof several key aging organizations,including the American Society onAging, where he served as president.

Brock Takes On ChapterOperations at the AmericanRed Cross

WASHING-TON – Gayle L.Brock is thediversity directorfor chapter oper-ations in theAmerican RedCross. Prior tore-joining theRed Cross diver-

sity team, he served for five years as theDiversity Manager for AARP. Brock firstjoined the Red Cross in 1996 after retir-ing from 26 years of service in the U.S.Army, where he worked extensively inthe areas of military equal opportunityand organizational effectiveness. Hecompleted two tours of duty in theOffice of the Secretary of Defense where

he was primarily involved in writingequal-opportunity policy for theDepartment of Defense.

Brock holds a Bachelor of Sciencedegree (cum laude) in Business andManagement from the University ofMaryland (European Division) and aMaster’s in Human Relations from theUniversity of Oklahoma. He was certi-fied as a Senior Professional in HumanResources by the Society for HumanResource Management in 1998 andserved as the chair of the diversity committee for the American Society ofAssociation Executives in 2004-2005.

Georgia’s Governor SonnyPerdue taps Valencia Adamsfor Board position

ATLANTA –BellSouthCorporation(NYSE: BLS)Chief DiversityOfficer ValenciaAdams has beennamed byGeorgiaGovernorSonny Perdue

to serve on the state’s recently formedWorkforce Investment Board (WIB)Coordinating Council.

Adams is one of 20 Georgia businessleaders to serve on the 43-member WIBwhich will also include local elected offi-cials and representatives from communityorganizations and labor unions. Theboard will recommend policy to guidethe state’s strategic workforce plan.

Adams is vice president and chiefdiversity officer for BellSouthCorporation. She has oversight for diver-sity and inclusion strategy developmentand implementation across BellSouthCorporation. She has received numer-ous honors and awards throughout hercareer. She was named one of “25Influential Black Women in Business”for 2006 by The Network Journal.Profiles in Diversity Journal included her in their list of “Women WorthWatching” in 2006. In 2005, Adams

was presented the “MillenniumPacesetter” award by the Atlanta BusinessLeague and selected as one of the “Top100 Blacks in Corporate America” byBlack Professionals magazine.

“Valencia has done an excellent jobof building and guiding a very thought-ful and effective diversity and inclusionstrategy at our company. Her long histo-ry of service at BellSouth and in thecommunity combined with her breadthof business knowledge make her atremendous asset to this board,” saidDuane Ackerman, chairman and chiefexecutive officer of BellSouth.

Mary Nugent Leads TechnicalServices at BMC SoftwareMary Nugent, vice president, technical

services, has beenwith BMCSoftware for 11years. She hasheld numerousleadership posi-tions, mostrecently as vice president andgeneral managerof a $60-millionline of business

where she led global development labs inthe United States, Europe, and India.

Nugent began her career as a certified public accountant. She managed her ownaccounting firm before entering the worldof consulting. She then moved into the ITindustry, managing professional servicesfor the oil and gas industry, before joiningBMC Software.

Her current position involves oversee-ing and leading a newly formed globalorganization.

Nugent comes from a family of leaders.Her great-grandmother, Leonor Villegas,was involved in the Mexican Civil Warand is the most decorated female citizen inMexico. She was known for being a revo-lutionist and started an organization calledthe White Cross in Mexico.


www.lockheedmartin.com

The men and women of Lockheed Martin are involved in some of the most important projects in the world.

Though naturally diverse, our team shares a common goal: mission success. Our differences make us

stronger because we can draw on the widest possible range of unique perspectives. Resulting in innovative

solutions to complex challenges. Lockheed Martin. One company. One team.

Bring out the best in everyone,

and you can achieve great things.

300-49757_ProfInDivrsityC2.indd 1 1/20/06 5:03:29 PM


Lori Cook, Vice President ofGlobal Services, Channels,and Emerging Markets

Lori Cookrecently joinedBMC as vicepresident ofglobal services,channels, andemerging mar-kets. She will beresponsible forextendingBMC’s growth in all market

segments through partners, especially theemerging growth segment. Cook joinsBMC after 24 years at IBM. Duringthis time, she was responsible for deliver-ing IBM’s $3.7 billion services revenueand $2.1 billion signings target for thewestern 22 United States. While atIBM, Cook created IBM’s EmergingMarkets services strategy, which is still ineffect today.

Cook’s career includes several man-agement and leadership positions atIBM including the development of mul-tiple programs with business partnersand emerging growth. She has a consis-tent track record of delivering results atIBM in every position she has held.

Denise Clolery, Senior VicePresident, General Counseland Secretary

Denise Cloleryhas joined BMCand the company’sexecutive leader-ship team as seniorvice president,general counseland secretary.She comes toBMC fromSonnenschein,Nath &Rosenthall LLP,

where she was a partner in their corporate,securities, intellectual property, and

technology practice group. Previously,she was also with O’Melveny & MyersLLP for 17 years, and was a partner intheir transactions group. Clolery gradu-ated summa cum laude from Universityof California, Los Angeles, and cumlaude from Harvard Law School.

Dell’s Thurmond WoodardReceives the Austin AreaUrban League’s Whitney M.Young Jr. Award

AUSTIN, Texas– The AustinArea UrbanLeague (AAUL)has namedThurmond B.Woodard, Dell’svice president ofglobal diversity,its 2006Whitney M.Young Jr. Awardrecipient.

Woodard, unanimously elected byAAUL’s board of directors, has led Dell’sglobal diversity and ethics efforts since2000. He has been instrumental in thecompany’s initiative to build diversityinto its core business plan, includingaccessing top talent to ensure its success.Dell’s partnership with the Austin AreaUrban League has helped the companymeet this goal.

“The contributions Thurmond hasmade in the community and to ourorganization have been key in promotingDell to the Austin Area Urban Leagueboth financially and programmatically.Thurmond’s contributions overall havebeen invaluable,” said Jeffrey Richard,CEO of the AAUL.

“At Dell, we’re on a mission to find,hire and develop diverse talent.Thurmond has galvanized our internalbelief that to be a successful companyand a great place to work, Dell mustleverage the similarities and differencesof employees,” said Kevin Rollins, CEOof Dell. “The Austin Area Urban Leaguecould not have picked a more deserving

recipient of its 2006 Whitney M. YoungJunior Award.”

The Whitney M. Young Jr. Awardwas named for the former NationalUrban League executive director, consid-ered a pioneer in community organiza-tion and advocacy for oppressed people.The award is presented annually to anindividual who has proven, throughtheir deeds, to exemplify the principlesfor which Young stood.

InterContinental Hotels GroupAppoints Roslyn DickersonRegional Senior VP, Diversity, the Americas

ATLANTA –InterContinentalHotels Group(IHG) [NYSE:IHG], theworld’s largestand most globalhotel company,has appointedRoslyn NealDickersonregional senior

vice president, diversity, the Americas. In this capacity, Dickerson will be

reporting directly to Steve Porter, presi-dent of the Americas, IHG. Dickerson’sappointment represents the company’scontinued focus on diversity and inclu-sion by focusing on internal staffing,operations, and key external relation-ships and partnerships with suppliers,vendors, and franchise prospects.

“I am pleased to welcome Roslyn tothe IHG team and know she will use hertremendous experience across multipleindustries, companies, and geographies tocontinue the critical work of leading,developing, and implementing our diver-sity and inclusion strategies, includingassessing our organizational needs andidentifying solutions that will contributeto a more diverse and inclusive organiza-tion,” said Porter.

Prior to joining IHG, Dickersonserved as the corporate vice presidentand chief diversity officer with


Honeywell, headquartered inMorristown, N.J., beginning in 2002.

Before joining Honeywell,Dickerson held various senior level positions with several financial servicesorganizations in which she was responsi-ble for diversity initiatives. These posi-tions include her role as managing direc-tor, Corporate & Investment Bank forCitigroup, where as the global head ofdiversity, she reported directly to theCEO and was responsible for developingand executing its global diversity initia-tives and establishing relationships withfemale and minority market participants.

Dickerson has a B.S. in educationand health sciences from BostonUniversity and an M.B.A. from JohnsonGraduate School of Management atCornell University.

New Director JoinsSchneider~Ross Team

Schneider~Ross hasappointed FreddieAlves to director,global diversity and inclusion.Alves will help drivethe consultancy’sexpanding globalwork and clientbase as well as lead

the global diversity network. He will beable to use his five years of experience tohelp leading multinationals benchmarkand push the boundaries of best practice.

Alves brings with him a wealth ofglobal, private sector experience, havingpreviously worked in senior corporatediversity at Mobil and the DowChemical Company. His responsibilitiesfor mainstreaming diversity and inclu-sion have given him an impressive trackrecord of in-house consultancy acrosscontinents—most recently in continentalEurope, the Middle East and Asia Pacific.

He has played key roles in helpinggeographical leaders translate globalvision and goals into locally relevantstrategies and actions. This experience

will be key to the consultancy work hewill lead in Schneider~Ross.

Having spent the last 12 years livingin The Netherlands, the United Statesand Switzerland, he is now moving both his working and family life back to the UK.

“I’m absolutely delighted to be joining the Schneider~Ross team,” saidAlves. “For me, Schneider~Ross hasbeen doing strategic diversity work inthe right way for years. Now I have theopportunity to contribute my own expe-riences and ideas to that work and theresponsibility to sustain the terrific repu-tation which S~R enjoys with clients.I’m ready for the challenge!”

TAC Worldwide Companies’Staff Member Elected BoardChairman of the New EnglandMinority SupplierDevelopment Council

DEDHAM, Mass.– Susan P. Yule,senior vice presi-dent of businesssolutions at TAC WorldwideCompanies (TAC)in Dedham, Mass.,

a leading technical staffing servicesprovider, has been elected board chair-man of the New England MinoritySupplier Development Council (NEMS-DC). Yule will be responsible for leadingthe board in its role of providing direc-tion and guidance to this organizationthat promotes successful relationshipsbetween corporations and minority-owned business enterprises (MBEs).

NEMSDC is an association of 100corporate members, 350 supplier com-panies and other institutions dedicatedto facilitating business opportunities andmarket share growth for certified MBEsthroughout New England.

“Unlike other organizations in thearea that support MBEs, the NEMSDCis focused on offering a strong value

proposition to our corporate memberswhile creating sustainable businessopportunities between them andMBEs,” says NEMSDC President andCEO Wil Spencer. “With Susan Yule’scommitment and leadership guiding ourdedicated board, I am confident we willreach the aggressive goal we have set ofachieving $1 billion annually in salesbetween the two business entities withinfive years.”

“NEMSDC provides a direct linkbetween corporate America and minority-owned businesses,” adds Yule. “A signifi-cant shift in our strategy for the comingyear is to focus on ‘commodity match-ing,’ which means working with NEMS-DC-certified MBEs to ensure they areoffering goods and services that our cor-porate members need.”

A resident of West Newton, Mass.,Yule is responsible for the sales anddelivery of TAC’s TechnologyDeployment Services group and theContact Center/Help Desk group. Sheoversees the strategy and quality forthose product lines and is involved withthe strategic development of TAC’s newbusiness products. She has more than20 years of human capital managementexperience from TAC Worldwide andVeritude in Boston, a FidelityInvestments company, and holds aMaster’s of Education degree fromHarvard University.

TAC Worldwide Companies® is aleading provider of technical staffingservices and custom workforce solutionsthat are designed to optimize workforceutilization and improve organizationalperformance. The company offers agrowing network of technical staffingresources on three continents, includingaccess to nearly two million contractors.The company’s Web site is www.tac-worldwide.com.

Washington Mutual NamesNew National SupplierDiversity Head

SEATTLE –WashingtonMutual has namedJohnny Lewis asvice president andmanager of itsNational SupplierDiversity program.In this role, Lewiswill overseeWashington

Mutual’s national supplier diversity ini-tiatives and further develop the company’snationally recognized supplier diversitystrategies.

“Our suppliers play a very importantrole in our ability to offer market-leadingand competitive products and services toour customers,” said Brian Powers, firstvice president, Enterprise Supplier Management at Washington Mutual.

“Johnny’s appointment will allow usto further develop our existing diversity vendor base and increase the number ofopportunities for diverse vendors and con-tractors who want to do business with us.”

Lewis joins Washington Mutualfrom Lucent Technologies, where he ledthe company’s national supplier diversityprogram, which actively promoted andpurchased products and services fromdiverse business owners throughout theUnited States. Prior to this, Lewisserved as vice president, Southwestregional market manager at Bank ofAmerica, where he developed, imple-mented and managed its national supplierdiversity initiatives.

Washington Mutual has beennationally recognized for its supplierdiversity initiatives. In 2005, the companywas ranked among Hispanic magazine’s“Top 50 Vendor Programs for Latinos;”Diversity Inc.’s “Top 10 Companies forSupplier Diversity” and Hispanic Trends’“Top 50 Companies for SupplierDiversity.” The company’s long-termgoal is to award 15 percent of its supplier-related contracts to companies that are at

least 51 percent owned by people ofcolor, including African Americans,Asian Americans, Hispanic Americans,Native Americans; women; and disabledveterans.

Washington Mutual is a retailer of financial services that provides adiversified line of products and servicesto consumers and commercial clients.The company operates more than 2,600retail banking, mortgage lending, commercial banking, and financial serv-ices offices throughout the nation andhas more than $343 billion in assets.

New York Life NamesKatherine O’Brien VP andChief Diversity Officer

NEW YORK, N.Y.– New York LifeInsuranceCompany hasannounced the formal creation of a diversity officeand the appoint-ment of a chiefdiversity officer.

Katherine O’Brien has been appointedvice president and chief diversity officer,reporting to Sheila Davidson, executivevice president in charge of Law andCorporate Administration.

“New York Life is an Employer ofChoice, recognized for its commitmentto diversity and inclusion policies. Tocontinue this success and propel NewYork Life forward, we have decided toformalize an office dedicated to diversity,with a full-time diversity officer oversee-ing the function,” said Sy Sternberg,chairman and chief executive officer,New York Life. “What makes New YorkLife ‘The Company You Keep’ is that wecontinually work to improve all facets ofour business, and diversity is yet anotherarea where we will not be complacent.”

The diversity office will identify andimplement best practices to drive thecompany’s continued progress in theareas of recruitment and training of adiverse workforce, development and

promotion of minority and womenemployees, and the maintenance of anenvironment of inclusion.

As chief diversity officer, O’Brien willoversee this function. Also staffing thisfunction will be Assistant Vice PresidentAndrew Frazier, who will report toO’Brien, assisting in the achievement of diversity and inclusion goals.

O’Brien andFrazier will buildon New York Life’ssuccess as a recog-nized employer ofchoice in thediversity arena.New York Life isconsistentlyacknowledged byexternal diversityorganizations,

earning most recently recognitions fromESSENCE magazine, as an outstandingcompany for black women; from FamilyDigest, as one of the best companies forAfrican Americans; from Profiles inDiversity Journal, as one of the top 10companies for innovation in diversity;from Latin Business, for its commitmentto diversity; from Latina Style, as one ofthe 50 best companies for Latinas towork for; from Diversity Inc., as one ofthe top 50 companies for diversity; fromHispanic magazine, as one of the top 100companies for Latinos; and HispanicTrends, as one of the top 50 companiesfor supplier diversity.

O’Brien joined New York Life in1995 as a litigator in the Office of theGeneral Counsel and has held positionsof increasing responsibility in employment litigation. Most recentlyshe has worked with Human Resources,managing benefits compliance andadministration.

Prior to joining New York Life, Ms.O’Brien worked with several law firmsin New York, including Christy andViener, in general commercial litigation.

PDJPDJ

Profiles in Diversity Journal March/April 2006 13

Andrew Frazier

Is your organization taking steps to

increase diversity and inclusion in its

workforce and culture? Do you have

the tools to measure your organization’s

progress? Implementing diversity and

inclusion initiatives is a complex task for

any organization. However, diversity

scorecards can easily be used to measure

progress, identify drivers of change, keep

managers accountable, and communicate

successes.

What is a diversity scorecard? A diversity scorecard is a tool that can be

used by all parts of your organization to

track progress on categories such as pro-

motion and attrition rates, perceptions of

inclusion, and customer and supplier

diversity. The specific measures that you

include on your diversity scorecard

should be carefully selected and derived

from your diversity goals; your diversity

goals should be derived from your overall

business strategy.

In order to create a practical and

effective scorecard, your organization

should follow five essential steps.

Identify the audience. The audience for your organization’s

scorecard should be determined by the

level at which your organization has chosen

to concentrate its change activities. If

your diversity strategy is focused on the

role and influence of leadership, then

your scorecard should be designed for the

CEO, president, and executive commit-

tee. If your diversity strategy is focused

on institutionalizing processes and poli-

cies that promote inclusion, then your

audience should probably be senior- and

mid-level managers. Deciding who your

audience is will help you choose appro-

priate metrics to track.

Revisit the diversity strategy.It is crucial to review your diversity goals

and your strategies for reaching them.

With this information, you will be better

prepared to create a diversity scorecard

that reflects your goals, strategy, and

culture.

Determine the categories of the scorecard.The categories that your organization

chooses should reflect your diversity goals

by illuminating the impact of your diversity

initiatives. To ensure that the entire

organization is focused on the same

diversity goals and that data can be

aggregated, it is important that the

categories are used consistently across the

organization.

Some categories may measure internal

progress, such as changes in talent

management, perceptions of inclusion,

and employee engagement with diversity.

Other categories may measure external

progress, such as new market opportunities,

and vendor and supplier diversity.

Determine the metrics to be used. There are two kinds of metrics:

implementation (also called process or

leading) metrics, and results (also called

lagging) metrics. Implementation met-

rics measure the extent to which the

action steps called for by your diversity

strategy are being carried out on schedule.

Results metrics measure the effects of the

programs instituted by your organiza-

tion—these numbers will move in

response to effective strategy implemen-

tation. Using implementation and results

Diversity ScorecardsMeasure progress, identify drivers of change, keep managers accountable, and communicate successes.

By Catalyst



metrics will allow your organization to

develop an understanding of both what is

driving change and what change has

occurred.

Remember that metrics are only

numbers until you assign significance

to them. In some organizations, a two

percent increase in women managers is a

sign of significant progress; in other

organizations, two percent might be

a sign of deceleration. You should

determine your organization’s parameters

for progress by considering historical

growth and change, industry bench-

marks, previous attainment of goals set

by management, and forecasted rates of

change in your employee population.

Develop guidelines and procedures for collecting data.Establishing guidelines and procedures is

key to collecting and calculating data

consistently across the organization. The

specific guidelines will be determined by

who owns the scorecard, how frequently

the scorecard will be reviewed, and the

availability of the data.

Implementing and maintaininga successful scorecard.Successful adoption of the scorecard will

be determined to a large degree by how it

is introduced and implemented. For

example, a decentralized organization

may choose to launch the scorecard in

one or two highly visible business units

and hold off on an organization-wide

launch until the tool has proven itself. A

more centralized organization might find

it more effective to launch the scorecard

across all business units but limit reach to

two or three work levels. No matter

what, communication is important.

Ideally, senior management will play a

large role in introducing and advocating

the scorecard’s use and impact.

One person should be designated the

scorecard owner. This person is usually

also responsible for leading the design

and implementation of the scorecard.

Once the diversity scorecard has been

introduced, it is important that the

owner take responsibility for ongoing

review, maintenance, communication,

utilization, and periodic re-evaluation of

the tool. The ideal owner should have

the following resources:

• influence and exposure to the end user,

• authority to access privileged HR data,

and

• time or a team to physically update the

scorecard.

Successful creation and implementa-

tion of a diversity scorecard can be an

immense aid to the execution of your

organization’s diversity goals. Clearly

elucidating your goals, communicating

them, and tracking them will help

diversity become an essential part of your

workplace culture. The data that a score-

card provides will show you just how far

your organization has come.

Catalyst is the leading research and advisoryorganization working to advance women inbusiness, with offices in New York, San Jose,and Toronto. For more information or todownload a free copy of Women “TakeCare,” Men “Take Charge”: Stereotypingof U.S. Business Leaders Exposed, visitwww.catalyst.org. You may also sign up toreceive Catalyst’s issue-specific newsletter,Perspective, and monthly email updates [email protected].

PDJPDJ

starwood.com

Starwood

Hotels & Resortsturns strategy into

action with leadership

and practical solutions

developed by its

Global and Regional

Diversity &

Inclusion Councils.

We recognize and appreciate the

diversity of people, ideas and cultures.

Through diverse viewpoints, we deliver

unprecedented business results.

John W. Rowe has utilities in his blood. He was chairman, CEO, and president of

Unicom Corporation from March 1998 until October 2000, prior to the merger of

Unicom and PECO Energy that created Exelon. He has led electric utilities since 1984,

consecutively serving as chief executive officer of Central Maine Power Company, the New

England Electric System, and then Unicom Corporation. Rowe is a lawyer and was

general counsel of Consolidated Rail Corporation and a partner in the firm of Isham,

Lincoln and Beale.

Rowe is as passionate about diversity as he is about energy. He has assembled

a diverse team of senior managers at Exelon who are successfully driving diversity and

inclusion strategies throughout the company.

Please give your definition of diversity.

We define diversity at Exelon as the many distinct characteristics that

employees, suppliers, and customers bring to our organization. These

include race/ethnicity/national origin, gender, age, sexual orientation,

socio-economic background, physical abilities, religion, and other

The diversity lights are burningbrightly at Exelon

An interview with John W. Rowe –

Chairman, President and CEO

of Exelon Corporation.


Special Feature Exelon

ALL PHOTOS COPYRIGHT BY EXELON, UNLESS OTHERWISE NOTED.USED WITH PERMISSION.

interview ::


differences that create an inclusive

environment. And with these distinct

characteristics come variations of think-

ing, communication styles, skills, and

behaviors—all of which enable us to

achieve our business goals, gain compet-

itive advantage, and support our

business values.

For me, diversity is a very personal

thing. In truth, we are all minorities on

this globe. We all share common hopes,

needs, and failings. The real passion, the

real drive for what we call diversity must

come from individual hearts and

individual relationships.

Our ambition at Exelon is to be the

best electric and gas company in the

country. We simply cannot achieve that

ambition unless we serve all, employ all,

and identify with all. We cannot be the

best unless we provide opportunities for

people of all racial and ethnic groups.

We serve Chicago and Philadelphia, two

of the most diverse cities in the United

States. Minorities are a large part of our

customer base, a growing part of our

work force, and an ever more powerful

political force. It is not just about

representation; it is about people feeling

welcome.

It has been my good fortune

throughout my business career to be

associated with many talented people of

all backgrounds. The benefit goes well

beyond the insight and perspective that

these talented individuals have brought

to the business. My own life has been

enriched, my own perspective sharp-

ened, by reaching out to those whose

experiences are so very different from

my own.

GLOBAL / MARKET / INDUSTRY ISSUES

Are there any particular

challenges to your company

in selling or producing

electric and gas services?

How about to hiring and

retaining good people?

The cities in which we operate, Chicago

and Philadelphia, are growing in minor-

ity populations. It is important that we

maintain a diverse work force that can

best serve our diverse customer base.

Another challenge is the retirement

of the baby boom generation, which

poses a major demographic challenge for

the nation as a whole, and particularly

for the nuclear industry. According to a

2004 Nuclear Energy Institute survey,

nearly half of nuclear industry employ-

ees are over 47 years old, and less than

John W. Rowe Exelon


seven percent of employees

are younger than 32 years

old. Obviously, the industry

must take dramatic steps to

respond to this issue.

At Exelon, we are meet-

ing these challenges through

active recruitment efforts

(internships, scholarships,

recruiting), active retention

efforts (training and mentor-

ing), and doing everything

possible to attract and advance talented

people from diverse backgrounds with

technical skills.

We are building on a national diver-

sity recruitment strategy developed in

2004 that involves partnering with several

national organizations, including

the Society of Hispanic Professional

Engineers, Society of Black Engineers,

and Society of Women Engineers. We

partner with the Spanish Coalition for

Jobs and with diverse local community-

based organizations. We also recruit by

partnering with colleges and universities

that support diversity. Our efforts to

build a diverse work force are as focused

and strategic as any of our other business-

critical initiatives.

As for retaining employees, we put

an emphasis on valuing diversity and on

engaging all employees on the job

through special assignments, training and

development, and mentoring.

It is important for me and for our

senior executives to understand the issues

that are important to our employees, so

the company conducts employee feed-

back meetings. This builds a dialog and

lets employees know that they have a

voice and have been heard, which is also

a key factor in retaining employees.

How does a company as

established and fast-changing

as yours keep up with diversity

development throughout the

organization?

We have more than 100 years of history

behind us. Diversity development at

Exelon is everyone’s responsibility every

day. We treat our co-workers and

customers with respect, decency, and

integrity. We encourage open discussions

about diversity and why it is important. It

is up to all of us to create an environment

where inclusion, respect, and fair treat-

ment can flourish.

On a formal level, Exelon maintains

a Corporate Diversity Office that sets

the strategy for the whole company.

We also have human resources staff in our

business units who support and execute

the strategies set forth by the diversity

office.

Our Executive Diversity Council,

which is comprised of senior leaders from

our business units, provides input for

companywide diversity efforts. Its mis-

sion is to recommend corporate diversity

strategies to the board of directors in sup-


“For me, diversity is a very personal thing.

In truth, we are all minorities on this globe.

We all share common hopes, needs, and

failings. The real passion, the real drive

for what we call diversity must come from

individual hearts and individual relationships.”

John W. Rowe

interview ::

John W. Rowe Exelon

port of achieving the company’s business

goals. Diversity starts from the top

down, and our board of directors is

made up of a diverse group of men and

women.

Diversity education is also vitally

important. Our employees are exposed

to a variety of diversity education pro-

grams, from workshops to online train-

ing. In addition, employees benefit

through participation in our Employee

Network Groups (ENGs), which are an

integral part of Exelon’s diversity strategy.

The groups are self-initiated, voluntary,

corporate-wide and inclusive. Current

ENGs represent various communities

including Asian Americans; African

Americans; Hispanics; the gay, lesbian,

bisexual, and transgender communities;

as well as a group for women. They

establish networking opportunities,

activities and programs to promote and

support the professional and personal

growth of a particular community, host

educational and cultural activities and

events, and assist the company in diver-

sity recruitment strategies while serving

as a link between employees and Exelon

to address issues of mutual interest.

Each group has an executive spon-

sor. I sponsor the gay, lesbian, bisexual

and transgender group Exelon PRIDE. I

listen to issues and experiences of the

members of the group, including the

fear of disclosing their sexual orientation

to family members and co-workers.

We strive to provide a supportive and

inclusive workplace for all employees.

Are there unique opportunities

in your particular industry

for implementing diversity

programs?

Our industry is unique in that we have a

regulatory obligation to serve all cus-

tomers and provide the same level of

service to all, unlike, say a retail outlet

that may choose where to locate a new

store. This provides us an opportunity

to continuously improve diversity pro-

grams to ensure that we maintain a

diverse work force that can best serve

our diverse customer base.

CORPORATE LEADERSHIPWhat resources (financial

and manpower) are allocated

to diversity?

I have a deep personal commitment to

diversity that is shared by our entire

leadership team. Diversity is not just the

right thing to do, it is a must do—

politically, socially, morally. Diversity


“We have laid a

foundation for our

commitment

to diversity through

four key diversity

strategies ...

work force diversity ...

supplier diversity ...

a civic and social

commitment ...

and an education

and support

strategy ...”

John W. Rowe


increases customer satisfaction, fosters

community support, and provides align-

ment with political representation. Our

company must maintain a diverse work

force that can best serve our diverse com-

munities. Diversity just makes good

business sense, especially for a public util-

ity that serves both Chicago and

Philadelphia, two of the more diverse

cities in the United States.

We have laid a foundation for our

commitment to diversity through four

key diversity strategies. In terms of work

force diversity our goal is to attract, develop

and retain outstanding employees and

leaders. With supplier diversity our goal

is to help minority- and women-owned

business enterprises develop and grow. A

civic and social commitment means that

we contribute to civic and community

organizations that seek to improve the

quality of life in the communities we

serve. Lastly, an education and support

strategy promotes effective diversity

education and training programs for all

of our employees.

Spearheading these efforts is our

Corporate Diversity Office and our

Executive Diversity Council, with sup-

port from business unit human resources

staff to ensure the programs reach all levels

of our company. Our diversity policies

provide growth opportunities for all

employees who wish to use their

talents to make Exelon successful. On an

annual basis, the diversity office issues a

summary report to Exelon’s board of

directors outlining diversity initiatives.

To ensure that an inclusive work-

place is developed and maintained, we

have implemented a diversity education

strategy to address the needs of all of our

employees and to instill an awareness of

the value of diversity. Our developmental

succession-planning process for key

positions in the organization provides

future leadership opportunities for

employees. Exelon ensures that our

recruitment efforts result in a diverse and

effective company by partnering with

national and local diversity organizations

and colleges and universities that

value diversity.

Our diversity programs also stress

the importance of having a diverse

supplier base, and we have established a

multi-tiered program that seeks to

increase the company’s spending with

diverse suppliers. Not only does this

benefit Exelon, it benefits the community.

Giving back to the communities in

which we live and operate is very impor-

tant to me personally, and I know it is to


COMPANY: Exelon Corporation

HEADQUARTERS: Chicago, Illinois

COMPANY WEB SITE: www.exeloncorp.com

PRIMARY BUSINESS: Exelon Corporation is one of the nation’s largest electric utilities, with approximately 5.2 million customers and more than $15 billion in annual revenues. The companyhas one of the industry’s largest portfolios of electricity-generation capacity, with a nationwidereach and strong positions in the Midwest and Mid-Atlantic. Exelon distributes electricity to approximately 5.2 million customers in northern Illinois and Pennsylvania and natural gas to more than 470,000 customers in southeastern Pennsylvania. Exelon trades on the NYSEunder the ticker EXC.

INDUSTRY RANKING: Exelon is ranked 145th on the Fortune 500 list. It was named one ofFortune magazine’s “Most Admired Companies” in 2005 and 2006 and ranked number one onthe electric and gas utility industry list in 2005 and 2006.

John W. Rowe Exelon


our leadership and our company as a

whole. In the last five years Exelon has

given more than $87 million in contri-

butions and sponsorships to nonprofit

organizations in northern Illinois,

Pennsylvania, and the communities

surrounding our generating stations.

The company’s employee volunteers are

committed to giving their time, energy,

expertise, and leadership to organizations

to help them meet community needs.

Is diversity linked to

compensation for the

executive management

team? How do you reward

special initiatives?

All Exelon executives are held account-

able for supporting all of the company’s

diversity initiatives.

EMPLOYEE INCLUSIVENESSHow does your company

gauge inclusion of employees?

With what tests, measure-

ments, and benchmarks do

you measure success?

We continuously review our policies,

practices, and culture for employee

inclusiveness and our recruitment/reten-

tion program for effectiveness. We track

representation of women and minorities

within our work force in comparison to

the availability of women and minorities

in the labor pool, and we benchmark

with the best companies for diversity, as

well as share our best practices.

During the fall of 2004, Exelon

organized and hosted a two-day diversity

benchmarking summit. The event

attracted several companies recognized

as leaders in diversity, including Abbott

Laboratories, Allstate, Kraft Foods,

Procter & Gamble, and Sprint. The

discussion was very insightful, and we

learned a lot from each other.

We also solicit feedback directly

from employees to assess how we are

doing and to discuss their concerns.

Exelon organizes listening forums for

senior executives with employees from

diverse backgrounds to discuss diversity

issues. Our ENGs are excellent

resources, too.

Exelon conducts a companywide

employee opinion survey every other

year that features questions related to

diversity. We also conduct a diversity

retention study every other year to iden-

tify why high performing individuals,

especially women and minorities, volun-

tarily leave the company. Exit inter-

views also provide us with additional

information on how we are doing with

diversity.

interview ::



Sometimes diversity is

referred to as a “numbers

game.” How does your

company know its culture is

not just tied up in numbers?

Participation in our Employee Network

Groups is very strong. I am always

impressed by the level of participation

and the enthusiasm our employees bring

to the groups and to making Exelon a

better place to work. Each ENG has its

own intranet page that provides informa-

tion on its programs and accomplish-

ments. Its activities are often written

about in our internal publications, such

as the companywide Inside Exelon maga-

zine. Our internal publications also high-

light the company’s diversity initiatives,

diversity awards, and civic contributions

and provide profiles of diverse company

employees.

Can you name specific ways

your company supports

upward development toward

management positions?

Our Fast Forward leadership training

program targets first line supervisors,

managers, high potentials, and execu-

tives; and the Exelon Leadership Institute

is a best-in-class executive development

initiative associated with Northwestern

University. Thirty percent of the partici-

pants in our 2004 program were women.

About 20 percent of Exelon’s execu-

tive work force is female. Over the last

two years, Exelon Nuclear appointed the

first female vice president of a nuclear plant

site in company history, and Exelon Power

appointed its first female general manager

of a fossil plant in company history.

In 2005 we launched a leadership

mentoring program for high potential

managers, including women and minori-

ties, that pairs employees with senior

leaders to further develop the employees’

leadership skills and assist them with

career development. Since the program

began in April 2005, 55 leadership pairs

have been created.

SUPPLIER / COMMUNITY /CUSTOMERSWhat is the company’s

commitment to minority

suppliers? What measures are

you taking to achieve your

goals in this area?

Exelon’s Supplier Diversity Program is a

part of our company’s core philosophy

and overall commitment to having diverse

suppliers fully represented and actively

engaged in our economic activities. Due

to this philosophy and our centralized

Participants in the 2006 Black History Month event “Black Leadership in the Energy Sector” presented by ComEd and EAAMA

(Exelon African-American Members Association): from left, Roland Martin, Chicago Defender; Tracie Boutte, Entergy New Orleans;

Lisa Crutchfield, PECO; David Owens, Edison Electric Institute; Frank M. Clark, chairman and CEO, ComEd; John W. Rowe, chairman,

president and CEO, Exelon; Hilda Pinnix-Ragland, Progress Energy, and board chair, American Association of Blacks in Energy;

Bobby L. Rush, U.S. Congressman, House Energy and Commerce Committee; Todd Banks, vice president,

EAAMA (Exelon African-American Members Association).


supply organization, our suppliers have

access to opportunities Exelon-wide.

The main focus of the program is to cre-

ate opportunities for and strengthen our

relationships with diverse suppliers.

The program seeks to meet diversity

expenditure goals that are set each year,

and I am proud to report, that we are

exceeding those goals.

In 2005, Exelon’s diversity spend

goal was 8.5 percent, and the diversity

spend for the year totaled 10.8 percent.

This beats the company’s previous best

year in 2004. That year, the diversity

spend goal was 7 percent, and Exelon

reached 7.9 percent total spend. Exelon’s

2006 diversity spend goal is 11 percent.

Exelon was recognized in 2005 by

the Women’s Business Enterprise

Regional Council of Greater

Philadelphia as “Company of the Year”

for excellence in inclusion of Women’s

Business Enterprises in the supplier

diversity program.

Exelon has both a supplier diversity

manager and coordinator who are dedi-

cated full-time to supplier diversity. We

also started a Corporate Supplier

Diversity Council in 2004 to enhance

our programs. The council consists of

representatives from supply, finance,

legal, and our corporate diversity office.

We have a very robust supplier

diversity program. Our policies and

procedures were revised in 2004 during

the centralization of the supply depart-

ment. Our databases, tracking, and per-

sonnel training were improved. A supply

Web site was launched as part of the cor-

porate Web site to provide existing and

new suppliers with information about

the materials and services purchased by

Exelon, supplier self-service, as well as

who to contact. The site also allows for

the online registration of suppliers. In

2005, almost half of the nearly 2,000

suppliers who had registered online were

diverse suppliers.

In addition, we encourage our sup-

pliers to establish supplier diversity pro-

grams of their own.

Our supply employees are actively

involved in supplier diversity organiza-

tions locally and nationally. They

include the National Minority Supplier

Development Council and its regional

affiliates in Pennsylvania, New Jersey,

Delaware, and Illinois; the National

Minority Business Development

Agency; the Women’s Business

Enterprise National Council and its

affiliates in Philadelphia and Chicago;

and the National Trade Bureau of the

RainbowPUSH Coalition.

John W. Rowe Exelon

interview ::

I have had great role

models throughout my

lifetime, including

professors and friends

from different back-

grounds. I have also

enjoyed relationships

with talented women

and minorities ... these

relationships have

helped broaden my

perspective on

diversity.”

John W. Rowe



It makes good business sense

to share our success with minority-

and women-owned business

enterprises and help them to

develop and grow as we grow.

We are committed to supporting

supplier diversity now and in the

future.

We also have implemented

initiatives to increase business

opportunities for minority

and female professional-services

providers. Exelon’s legal depart-

ment developed a formal program to

encourage diversity within the law firms

handling Exelon matters. The program puts

our outside firms on notice that we will

assign work to them based not only on cost

and performance but also on the firm’s diver-

sity commitment.

Exelon’s Treasury Group has established

relationships with, and utilized the services

of, minority- and women-owned banks,

minority-owned investment firms, minority

asset managers, and a minority-owned audit-

ing firm. We will continue to implement

diversity initiatives in the professional

services arena.

How do you promote diversity

and inclusion to the general

public?

Exelon contributes to civic and community

organizations that seek to improve the qual-

ity of life in our communities through exec-

utive participation in civic groups, corporate

contributions, and employee volunteerism.

We focus on four areas: education, environ-

ment, arts and culture, and neighborhood

and economic development. The organiza-

tions we work with are very diverse and

include the United Way, Boys and Girls

Clubs, Chicago Public Schools, Philadelphia

Academies (school program), Spanish

Coalition for Jobs, El Valor, the AIDS

Foundation, Habitat for Humanity, and

many more.

I serve on several boards, as do other

members of our management team. I am

proud to serve as chairman of the board of

trustees of the Chicago History Museum,

chairman of the Civic Committee of the

Commercial Club of Chicago, and chairman

of the board of directors of the Mies van der

Rohe Society at the Illinois Institute of

Technology. I also serve as a member of the

boards of the Illinois Institute of Technology,

the Chicago Urban League, the Field

Museum, the Art Institute of Chicago,

Northwestern University, the Edison Electric

Institute, the Chicago Club, and the visiting

committees of the Oriental Institute, and

the University of Pennsylvania Museum.

Frank Clark, chairman and CEO of our

ComEd subsidiary, is African American and

is very active in the Chicago community.

Frank is leading the development of the

John Rowe standing next to an electric meter from the early 1900s.

interview ::Legacy Fund, a $3 million endowment

in partnership with the Chicago

Community Trust to broaden educa-

tion, arts, and community development

in the African American community. He

also serves as co-chairman of the DuSable

Capital Campaign, a $24 million initia-

tive to expand the DuSable Museum, the

nation’s first museum devoted to African

American art and culture.

Our employees have been outstand-

ing in their civic commitments through

contributions and volunteerism, especial-

ly in the past year when we have seen so

many terrible natural disasters.

In Chicago, the Exelon/United

Way Stay-in-School program is helping

more than 900 at-risk students stay in

school. We are also the primary sponsor

of the National Hispanic Scholarship

Directory and are especially proud of the

efforts we’ve made to open up educa-

tional opportunities for minority stu-

dents to fulfill their career goals and per-

haps one day join Exelon. Exelon’s

Hispanic ENG, Organization of Latinos

at Exelon, recently raised $12,000 for its

scholarship fund. We already have a very

successful internship program that has

brought students from diverse back-

grounds to work at Exelon.

Another way we promote diversity

to our customers is through multicultur-

al advertising. Exelon employs Hispanic

and African American advertising agen-

cies to help us communicate effectively

with those communities. Exelon’s

“Promises” advertising campaign, which

features diverse employees of our energy

delivery businesses ComEd and PECO,

reinforces the companies’ dedication to

customer service, reliability, and safety.

The ads are customized to the Hispanic

and African American communities.

Where does your personal

belief in diversity and inclu-

sion come from? Who were

your role models, or was

there a pivotal experience

that helped shape your view?

I am passionately committed to diversity.

My passion stems from vast amounts of

reading and from building relationships

with individuals whose experiences are

very different from my own. Recently

I read and shared numerous copies of

Eric Foner’s book Forever Free, which

examines the period of Emancipation

and Reconstruction. This book and

similar types of books have helped me

to better understand the experiences of

various racial and ethnic groups.

I have had great role models

throughout my lifetime, including

professors and friends from different

backgrounds. I have a strong commit-

ment to diversity because of my personal

John W. Rowe Exelon




relationships with minorities at

Exelon/ComEd, including Cordell Reed,

Frank Clark, John Hooker, Rey Gonzalez,

and Martha Garza. I have also enjoyed

relationships with talented women and

minorities who serve on the Exelon board

of directors. These relationships have

helped broaden my perspective on diversity.

Who has shaped your think-

ing as a business leader?

What about their business

skill or style influenced you?

I have a love for history and believe we

can learn from the leadership styles of

past leaders, such as Abraham Lincoln

and Ulysses S. Grant. I have also had

three remarkable mentors: former

Illinois Governor Ogilvie; L. Stanley

Crane (Consolidated Rail Corporation);

and Stanley Hillman (former trustee of

the Milwaukee Railroad).

What are your specific

responsibilities for advancing

diversity and inclusion in your

organization? What are the

strategies you employ to

move inclusion forward?

I have made it my mission to ensure that

talented women and minorities serve on

Exelon’s board of directors. We have men

and women who are Anglo, Asian, African

American, and Hispanic on the board.

Diversity can help assure board independ-

ence and accountability. We also want to

have a board that reflects the diversity of

our employees and of our customers.

To move inclusion forward, we have

a Corporate Diversity Office and through

that office we have Employee Network

Groups, an Executive Diversity Council,

and site and business unit diversity coun-

cils. A vice president of diversity leads

the Corporate Diversity Office.

How have you modeled your

company’s diversity and

inclusion initiatives in your

own team selection, manage-

ment or development?

Our company’s diversity and inclusion

initiatives are reflected in my team selec-

tion. Three of the seven senior executives

who report to me are women or minori-

ties. We will continue to implement

diversity initiatives at all levels of the

organization.

How are you (as a manager)

measured in terms of

performance? Is your

compensation related to

diversity performance?

My compensation is determined by the

independent board of directors of Exelon

that assess my performance in the areas of

finance and operations, strategic plan-

ning and implementation, succession

planning and organizational goals, exter-

nal relations, leadership, and shareholder

relations.

Over the past several years, a portion

of my annual incentive has been tied to

Exelon achieving certain work force

diversity goals.

Are there particular areas/

employee sectors you feel

still need improvement?

We still face challenges in bringing

females into non-traditional roles and

increasing our overall minority represen-

tation. Diversity continues to be in the

forefront while we deal with various

issues, including our upcoming merger

with New Jersey-based utility PSEG.

We will continue to focus our efforts on

increasing our female and minority

representation.

“I have made it my mission to ensure that

talented women and minorities serve on

Exelon’s board of directors. We have men

and women who are Anglo, Asian, African

American, and Hispanic on the board.” JWR

John W. Rowe Exelon


As a public utility operating in two

of the nation’s more diverse

communities, Chicago and Philadelphia,

Exelon recognizes the positive impact a

diverse work force has on its business.

The company has established programs

that ensure diversity is a part of everyday

life for its employees. Exelon’s diversity

vision is to be recognized as one of the

most admired companies because of the

passion for diversity and inclusion the com-

pany demonstrates in all its relationships.

Exelon’s commitment to diversity is

executed via four key strategies: work

force diversity—the goal is to attract,

develop and retain outstanding employ-

ees and leaders; supplier diversity—the

goal is to help minority- and women-

owned business enterprises develop and

grow; civic and social commitment—to

contribute to civic and community

organizations that seek to improve the

quality of life in the communities it

serves; and education and support—the

company promotes effective diversity

education and training programs for its

our employees.

“Attracting and retaining a diverse

Engineering student Emern Ekong provides some information

to Exelon Recruiter Maricarmen Figueroa during a job fair

at the Dallas Convention Center in 2005.

Exelon’s diverse work force drives its success

For a company to be

successful in today’s

multicultural society,

diversity needs to be

embraced and seen as

a key component of its

business strategy.



work force is where our diversity strategies

begin. Exelon’s Corporate Diversity

Office works closely with our recruiting

staff to attract employees from all walks

of life,” said Rey Gonzalez, vice presi-

dent, diversity. “We work with a variety of

internal groups, such as our Employee

Network Groups, and external groups,

such as national minority organizations,

to help us with hiring and retention.

We’ve found that an effective way to

reach our customers is through a work

force that they can relate to.”

Studies show that a well-managed,

diverse work force with a broad range of

perspectives enhances an organization’s

problem-solving abilities and innovation

skills. Exelon has found this to be true

and uses diversity as a strategic business

tool tied to goals and long-range success.

“Our company looks at all of the

dimensions of diversity,” said Gonzalez.

“It is more than just gender or skin color.

The many dimensions that make up an

individual’s personality include ethnicity,

sexual orientation, physical ability, recre-

ational habits, educational background,

parental status, marital status, and more.

“There is a war for talent, and to

attract and retain the best candidates,

companies must offer benefits that meet

the diverse needs of their employees,”

said Gonzalez. “We offer a competitive

benefits and compensation package that

includes domestic

partner benefits.”

Recruiting aDiverse Work ForceA key component of

building diversity in

Exelon’s work force is

partnering with

national organizations such as the

American Association of Blacks in

Energy, National Black MBA

Association, the Hispanic Alliance for

Career Enhancement, Society of

Hispanic Professional Engineers, Society

of Black Engineers, and Society of

Women Engineers. The company also

works with the Spanish Coalition for Jobs

and with diverse local community-based

organizations.

In 2004 Exelon hosted a Latino

Recruitment Series in conjunction with

the Hispanic Alliance for Career

Enhancement. Members from Exelon’s

Hispanic Employee Network Group

(ENG)—Organization of Latinos at

Exelon—were on hand to talk about the

many career opportunities at Exelon.

Stephanie Hickman, vice president

of legislative affairs at Exelon, sits on the

national board of directors for the

American Association of Blacks in

Energy. “By being present at the table, we

are actively involved in setting policy and

direction for the national organization as

well as providing support and contribu-

tions for AABE’s programming,”

Hickman said. “As we’re about to become

the largest utility in the country through

our pending merger with Public Service

Enterprise Group (PSEG), people are

certainly looking to Exelon for our lead-

ership and opportunity. It’s really about

establishing our presence and helping

industry colleagues understand what

we’re doing at Exelon.”

Members of the Network of Exelon

Women (NEW) have attended the

Society of Women Engineers conference

to help Exelon with recruiting. According

to NEW co-founder Meg Amato, several

NEW members have developed relation-

ships with young women engineers who

are just beginning their careers.

Exelon also partners with colleges

and universities that support diversity.

The company has developed relation-

ComEd Communications Interns Laura Lehman (right) and

Teana Johnson (left) talk with ComEd Communications Manager

Judy Rader (left) and Communications Specialist Liz Keating.

John W. Rowe Exelon


“Attracting and retaining a

diverse work force is where

our diversity strategies begin.

We work with a variety of

internal groups, such as our

Employee Network Groups,

and external groups, such as

national minority organizations,

to help us with hiring and

retention. We’ve found that

an effective way to reach our

customers is through a work

force that they can relate to.”

Rey Gonzalez

Vice President, Diversity

Exelon

ships with several schools

including Howard University,

Tuskegee University, North

Carolina A&T State University,

and the University of Puerto

Rico.

“Our employees are

actively involved in career fairs

and getting out to meet

students at their schools to tell

them about career opportuni-

ties at Exelon, our Employee

Network Groups, and what we

are doing to advance diversity,”

said Gonzalez.

“Partnerships at the community

level really help us to identify top-level,

diverse candidates while providing us

with visibility in the community,” said

Bob Corbett, director of recruiting and

human resources support for Exelon.

“At career fairs, we often have recent

new hires on hand to give potential can-

didates a feel for what working at Exelon

is all about. A recruiter can only say so

much about what the job of a nuclear

engineer is like, but someone who actu-

ally holds that job at Exelon can give a

much broader, day-to-day perspective for

those looking to work at our company.”

Talented individuals also come

from Exelon’s internship program. The

program offers a wide variety of intern-

ship opportunities, from nuclear

engineering to communications.

Interns go through orientation, mentor-

ing, and goals assessment, just as a regu-

lar employee would. The interns are pro-

vided an experience that the company

hopes will make them want to return to

work for Exelon after graduation.

Erin Malone is a recent intern suc-

cess who made the transition to full time

employee as an Exelon Generation com-

munications associate. “The Exelon

summer internship provided me with

real world experience of what life after

college would be like. The people here

mentored me and exposed me to every-

day situations. It was invaluable.”

Another element in attracting a

diverse work force is how Exelon com-

municates its diversity through multi-

cultural advertising in the communities

in which it operates. Diverse employees

of Exelon’s energy delivery businesses,

ComEd and PECO, reinforce the com-

panies’ dedication to customer service,

reliability, and safety. The ads are cus-

tomized to the Hispanic and African

American communities and reinforce

that Exelon is an employer that values

diversity.

Retaining TalentOnce talented individuals are hired,

Exelon has strategies for developing and



retaining them. The company places an

emphasis on valuing diversity and on

engaging employees on the job through

special assignments, training and devel-

opment, and mentoring.

“We’ve found that employee devel-

opment is a key factor in retaining

employees, so we have initiated programs

that keep employees engaged and moving

upward in the organization,” said S. Gary

Snodgrass, executive vice president and

chief human resources officer at Exelon.

“We’ve established a successful leadership

mentoring program for high potential

managers, including women and minorities,

that pairs employees with senior leaders.”

Exelon’s Fast Forward leadership

training program targets first-line super-

visors, managers, high potentials, and

executives; and the Exelon Leadership

Institute is a best-in-class executive devel-

opment initiative associated with

Northwestern University. Women repre-

sented 30 percent of the participants in

the 2004 program.

Employees also are provided with

diversity training and introduced to

the company’s ENGs that offer

support to employees of varied

backgrounds. Current groups represent

Asian Americans; African Americans;

Hispanics; the gay, lesbian, bisexual, and

transgender communities; and women.

Exelon’s ENGs offer an excellent oppor-

tunity for employees to network, improve

their business literacy skills, and provide

feedback to leadership.

“We consistently review our policies

and practices to track progress against our

objectives for recruiting and retaining

diverse employees,” said Snodgrass. “We

also benchmark against top companies

that are recognized as

diversity leaders as well

as share our own best

practices.”

In 2004, Exelon organ-

ized and hosted a two-day

diversity benchmarking

summit. Several compa-

nies recognized as leaders

in diversity attended the

event including Abbott

Laboratories, Allstate,

Kraft Foods, Procter & Gamble, and

Sprint.

The company conducts an employee

opinion survey every other year to

identify areas for improvement. In

addition, Exelon conducts a diversity

retention study to understand why high

performing employees would voluntarily

leave the company. Part of the study

examines the unique factors that con-

tribute to minorities and women leaving

Exelon. Exit interviews also provide the

company with valuable information on

retaining talented people.

The importance of recruiting and

retaining talented individuals cannot be

overstated in today’s global marketplace.

Exelon recognizes its efforts to develop a

diverse work force are as important as any

other business initiative.

ComEd Meter Reading Supervisor

Bruce Douglas (right) offers

some advice to ComEd Meter

Reader Dave McCormick.

John W. Rowe Exelon


As one of the four pillars of the com-

pany’s diversity strategy, the

Supplier Diversity Program seeks to meet

diversity expenditure goals that are set

each year.

“Another way in which the company

expresses its commitment to diversity and

to the economic development of the

communities we serve is through supplier

diversity. We have a strong Supplier

Diversity Program that is embraced by

corporate executive management and

supported in the supply organizations

and business units. Our efforts are paying

off, and we have been pleased that our

diversity spend has exceeded the goals for

two years in a row. We anticipate that in

2006 that trend will continue,” said

Emmett Vaughn, manager of supplier

diversity at Exelon.

In 2005, Exelon’s diversity spend

goal was 8.5 percent, and the diversity

spend for the year totaled 10.8 percent.

This beats the company’s previous best-

year in 2004. That year, the diversity

spend goal was 7 percent, and Exelon

reached 7.9 percent. Exelon’s 2006

diversity spend goal is 11 percent.

“The program is a central compo-

nent of Exelon’s overall supply organiza-

tion,” said Craig Adams, senior vice pres-

ident and chief supply officer at Exelon.

“Spending with diverse suppliers is

increasing, not only as a result of the cen-

tralization of the supply organization in

2004, but also because of a more strategic

focus around our supplier diversity and

sourcing efforts. We aim to provide as

many opportunities as possible for

MWBE suppliers and beyond. The

program has now expanded from focus-

ing not just on opportunities for

MWBEs, but to advocate expansion of

opportunities for minority professionals

in majority-owned professional service

firms doing business with us.”

A first stop for many would-be

suppliers is the supply Web page on

Exelon’s corporate Web site (www.exelon

corp.com) that provides existing and new

suppliers with information about the

materials and services purchased by the

company, supplier self-service tools, and

who to contact. Businesses register their

information online to be added to the

supply organization’s database. In 2005,

almost half of the nearly 2,000 suppliers

who had registered online were diverse

Creating opportunities for MWBEs is the heartof Exelon’s Supplier Diversity Program

Creating opportunities

for and strengthening

relationships

with minority-

and women-owned

business enterprises

(MWBEs) is the focus

of Exelon’s Supplier

Diversity Program.



suppliers. An internal search engine tool

was also created to make it easier for the

supply organization to search for quali-

fied diversity suppliers in the database.

About the Supplier DiversityProgramExelon’s Supplier Diversity Program is

multi-tiered and based on primary and

secondary diversity suppliers.

“We encourage our primary suppli-

ers to develop their own supplier diver-

sity programs in subcontracting Exelon-

related work. They are required to

report back to us on their expenditures

on a regular basis,” said Vaughn.

Vaughn, along with Supplier

Diversity Coordinator Towanda

McNeil, lead the diversity charge in

supply. Both are dedicated to designing,

executing, coordinating, implementing,

monitoring, and evaluating Exelon’s

Supplier Diversity Program.

“The program is very thorough and

involves written supplier diversity poli-

cies and procedures, procurement

expenditure goals, third-party certifica-

tion, and an extensive community out-

reach effort,” said Vaughn.

Supplier diversity management and

representatives participate in events and

meetings to reach out to agencies, organi-

zations, companies, and individuals to

increase awareness of Exelon.

Supply personnel are encouraged to

participate in supplier diversity organi-

zations both locally and nationally. They

include the National Minority Supplier

Development Council and its regional

affiliates in Pennsylvania, New Jersey,

Delaware, and Illinois; the National

Minority Business Development

Agency; the Women’s Business

Enterprise National Council and its

affiliates in Philadelphia and Chicago;

and the National Trade Bureau of the

RainbowPUSH Coalition. There are

several regional supplier diversity advo-

cacy organizations in the Exelon mar-

ketplace that are supported in the com-

pany’s outreach.

In 2004, Exelon established a

Corporate Supplier Diversity Council to

identify key opportunities and develop

action plans to increase spend with

diversity suppliers. The council is com-

prised of executive leadership represent-

ing different departments including

legal, supply, finance, and members of

the corporate diversity office. The

council is responsible for improving

methods of reporting, measuring and

assessing diversity spend data, partner-

ing with external organizations to devel-

op diversity suppliers, and forging effec-

tive relationships between Exelon and

suppliers.

“The cross-functional Supplier

“Exelon has made great

progress in increasing our

diversity spend and in

creating opportunities for

MWBEs with the company.

There is still more to

accomplish, and we will

continue to work diligently

to improve our programs

to be world class in

supplier diversity.”

Emmett Vaughn

Manager, Supplier Diversity

Exelon

John W. Rowe Exelon


Diversity Council helps to foster a culture

of ownership throughout Exelon,” said

Delia Stroud, vice president, supply busi-

ness operations and governance, and the

council’s executive sponsor. “Its key ini-

tiatives are critical to achieving a world-

class supplier diversity program.”

Minority-Owned Businessesand Community OutreachExamples of Exelon’s commitment to

supplier diversity include its work with

MWBE banks and law firms.

In 2005 Exelon renewed a credit

agreement with minority and community

banks for $50 million in Philadelphia,

Chicago, and other regions served by the

company. The new agreement replaced a

$45 million arrangement made in 2004.

The banks include Asian Bank of

Philadelphia; Banco Popular, with loca-

tions in Philadelphia and Chicago;

Washington D.C.’s Adams National Bank

(the nation’s largest women-owned bank);

the United Bank of Philadelphia; City

National Bank of New Jersey; and Citizens

Trust Bank in Atlanta, among others.

In addition to spending over

$900,000 with minority-owned law

firms, Exelon’s legal department encour-

ages diversity within its specialized and

full-scale legal services providers through

an initiative launched in 2005 called the

AAA Diversity Program, that focuses on

three components: awareness, action, and

assessment to promote the utilization of

diverse staff by MWBE law firms and

non-MWBE firms.

The AAA Diversity Program is an

example of the Diverse Business

Enablement initiative within supplier

diversity at Exelon. Profile data is com-

piled for the firms, and they are encour-

aged to build teams of outstanding

lawyers from diverse backgrounds for

staffing Exelon work. Exelon holds the

firms accountable for their institutional

diversity as well as for the diversity of staff

working on Exelon projects. Exelon’s

legal department measures each firm’s

progress through reports that outline

diversity demographic data.

Exelon’s legal department’s own

diversity efforts and profile are supplied

to the outside firms as part of the program.

Each year Exelon will announce an honor

roll to acknowledge outside firms that

display an outstanding commitment to

diversity and inclusion.

“The program puts our outside firms

on notice that we will make decisions on

the level of work assigned to each law

firm based not only on the traditional

factors of cost and performance, but also

on the firm’s diversity commitment,” said

Sylvia Bateman, assistant general counsel

for Exelon and diversity coordinator for

the legal department.

“We want to promote the impor-

tance of creating opportunities for diverse

suppliers, and recently exhibited at the

National Minority Supplier Develop-

ment Council. The council has asked us

to be one of only 11 national companies

to serve on a task force to create models

for supplier diversity excellence,” said

Vaughn.

Exelon was honored by the Women’s

Business Enterprise Regional Council of

Greater Philadelphia as “Company of the

Year” for its support of Women Business

Enterprises in 2005. Exelon was also a

finalist for the “Corporation of the Year”

award from the Minority Supplier

Development Council of Pennsylvania,

New Jersey, and Delaware, and received

an award for exceptional contribution

at their Midwest Regional Business

Opportunity Conference in 2005. This

year Exelon has been named by Hispanic

Trends magazine as one of the “Top 50

Companies in America for Supplier

Diversity.”

“Exelon has made great progress

in increasing our diversity spend and in

creating opportunities for MWBEs with

the company. There is still more to

accomplish, and we will continue to work

diligently to improve our programs to be

world class in supplier diversity,”

said Vaughn.



Exelon’s commitment to the community extends beyond just providing power; through contributions and volunteerism, Exelon is making a difference.

Exelon and its

subsidiaries, ComEd

and PECO, believe

that being an industry

leader means not only

being a reliable

provider of energy

services, but also

being an important

part of the diverse

communities in

which it

provides power.

Exelon has a strong tradition of con-

tributing to civic and community

organizations that are committed to

improving the quality of life in the

communities where we operate. In the

last five years, we’ve given more than

$87 million to nonprofit organizations,”

said Steve Solomon, senior manager of

corporate citizenship at Exelon. “Our

employees have given their time and

money to support numerous charitable

activities that have brought significant

benefits to communities in northern

Illinois, Pennsylvania, and the communities

surrounding our generating stations.”

Through its “Energy for the

Community” program, Exelon and its

employees provide support in four

keys areas: neighborhood and economic

development, education, the environ-

ment, and arts and culture. Corporate cit-

izenship activities include contributions,

sponsorships, employee volunteer activi-

ties, executive involvement on outside

nonprofit boards, and in-kind donations.

“Our company has a history of over

100 years of service, and community

involvement has always been a part of the

company’s culture,” said Solomon.

“Exelon’s commitment to the community

starts at the top with our CEO John

Rowe. He is a strong supporter of

Exelon’s corporate citizenship program

and gives his time as a board member to

several nonprofit organizations, including

service as chairman of the board of

trustees of the Chicago History Museum,

chairman of the Civic Committee of the

Commercial Club of Chicago, and chair-

man of the board of directors of the Mies

“

Patti White, manager, corporate citizenship,

Exelon, poses with girls from the Field

Ambassador school program at the ticket

launch event at The Field Museum for

Tutankhamun and the Golden Age of thePharaohs, opening May 26, 2006. Exelon is

the Chicago presenting sponsor.

PH

OTO

• J

OH

N W

EIN

STE

IN, F

IELD

MU

SE

UM

John W. Rowe Exelon


van der Rohe Society at the

Illinois Institute of Technology.”

Neighborhood andEconomic DevelopmentTo help strengthen communi-

ties, the company supports a

variety of local civic organiza-

tions such as Access Living of

Metropolitan Chicago, Habitat

for Humanity of the Delaware

Valley, Philadelphia and Chicago

Cares, and Big Brothers/Big

Sisters.

Exelon’s employees are key

to developing relationships within com-

munities through their volunteerism.

Each year hundreds of employees support

the Philadelphia and Chicago “Serve-A-

Thons,” volunteer days for employees to

improve schools and community centers

in neighborhoods that have otherwise

been neglected.

“Employees have shown remarkable

leadership in community service by

repeatedly reaching out to help those in

need, from food drives to fundraising,”

said Solomon.

To make it easier for employees to

identify where help is needed, Exelon

works with Volunteer Match to provide

employees with easy access to volunteer

opportunities with over 36,000 organiza-

tions across the country. Employees can

access the page through the company’s

intranet site. Exelon’s Employee

Network Groups (ENGs) are also a great

source for employees who want to volun-

teer, as they are involved with many local

organizations in terms of community out-

reach and fundraising.

Members of the Organization of

Latinos at Exelon (OLE) represented

Exelon at the 2005 Spanish Coalition for

Jobs annual fundraiser. The Exelon

African-American Members Association

(EAAMA) is focusing its 2006 agenda

on education, supporting mentoring and

literacy programs. Exelon volunteers in

Philadelphia participate annually in the

American Cancer Society’s Making Strides

Against Breast Cancer Walk. Twenty-one

members of the Network of Exelon

Women (NEW) participated in a similar

event, the Avon Walk for Breast Cancer in

Chicago. NEW members raised $50,000

for research for a cure for the disease.

“We go beyond just serving in our

local communities to help those in need

in other parts of the country and the

world. After Hurricane Katrina, our

employees stepped up to assist, not only

through monetary contributions, but by

volunteering. Employees, several of

whom are members of our ENGs, helped

to staff phone lines at the Salvation Army

Disaster Command Center in suburban

Chicago,” said Meg Amato, manager of

corporate citizenship for Exelon and

founding officer of NEW.

In addition, the company sponsors

an array of family-centered events includ-

ing the Lincoln Park Zoo Lights Festival

in Chicago, PECO Primates zoo exhibit

in Philadelphia, and the Chicago and

Members of NEW (Network of Exelon Women) at the

2005 Avon Walk for Breast Cancer in Chicago.

Members raised $50,000 for breast cancer research.



Fort Lee outdoor film festivals, as well as

family events at the Philadelphia

Wachovia Complex.

EducationExelon’s focus on education is an invest-

ment in the future of the communities in

which it operates. Exelon and its sub-

sidiaries fund educational initiatives that

encourage students to stay in school; pro-

mote math and science education through

partnerships; and foster development

through scholarships, mentoring, and

internships.

“Education allows people to see their

full potential and opens doors to career

and life opportunities,” said Rey

Gonzalez, vice president, diversity.

Exelon, partnering with the United

Way, sponsors the Exelon/United Way

Stay-in-School program in Chicago that

aims to keep at-risk students in school.

The program reaches out to select area

high schools in an effort to reduce drop-

out rates for African American and

Latino students. The goal of the program

is to keep the 909 students in school and

help them transition to the next grade

level, and hopefully go on to attend col-

lege. Last year, all 909 participating stu-

dents achieved the goal of staying in

school. In Philadelphia, Exelon has a

partnership with Philadelphia’s public

school system through the Philadelphia

Academy program,

which strives to

improve public

school students’

academic and

occupational skills.

Ninety percent of

graduates from the

program continue

with higher educa-

tion or successful job placements.

Exelon also works with the Spanish

Coalition for Jobs and has been a long-

time supporter of El Valor, an organiza-

tion that develops Latino leadership and

promotes educational excellence among

Hispanic Americans.

For the past three years, Exelon has

been the primary sponsor of The

National Hispanic Scholarship Directory.

This directory compiles all scholarships

available to Hispanic students through-

out the United States, and by its support,

Exelon hopes to encourage Hispanic stu-

dents to achieve their educational and

career goals. In 2005, The National

Hispanic Press Foundation, which com-

piles the directory, presented Exelon with

an appreciation award in recognition of

its support of the Hispanic community’s

education efforts.

Through its Matching Gifts for

Education Program, the company has

leveraged employee support for its educa-

tional investment during the past five

years by matching nearly 4,200 employee

donations to educational institutions

totaling more than $1.2 million.

EnvironmentImproving and preserving the environ-

ment is another key focus area of Exelon’s

corporate citizenship program. Exelon

supports organizations and initiatives

that improve and protect the environ-

ment and biodiversity. Its focus is on

environmental education, conservation,

and preservation; developing cleaner

sources of energy; protecting endangered

species; and beautifying neighborhoods.

Organizations that the company

works with include the Chicago Park

District, The Nature Conservancy, and

the Pennsylvania Department of

Conservation and Natural Resources,

which the company is working with to

replace millions of trees lost to develop-

ment in the Philadelphia five-county

Tom Oliver, executive director and CEO, NAHP Foundation;

Rey Gonzalez, vice president, diversity, Exelon; Jeanette Ramos,

deputy mayor of Newark; and Antonio Ibarria, publisher of

El Especial; at the launch of the 2005 National Hispanic

Scholarship Directory.

PH

OTO

• M

AR

K A

. LO

VR

ETI

N, P

SE

G

John W. Rowe Exelon


“In the last five years,

we’ve given more than

$87 million to nonprofit

organizations. Our

employees have given

their time and money to

support numerous

charitable activities that

have brought significant

benefits to communities

in northern Illinois,

Pennsylvania, and the

communities surrounding

our generating stations.”

Steve Solomon

Senior Manager

of Corporate Citizenship

Exelon

region. In Chicago, the company

provided $5.5 million to fund the

solar-powered Exelon Pavilions in

Millennium Park.

In 2004, members of OLE partici-

pated in the Annual Humboldt Park

Clean-up in Chicago as part of Earth

Day activities. The company supports

environmental education for children

and families through a partnership with

the Chicago Park District. As a part of

the partnership, the company estab-

lished the Exelon Environmental Fellow,

the industry’s only environmental

fellowship position. The program offers

an innovative teaching approach to

math and science for Chicago Public

School students.

In 2005 Mayor Richard M. Daley

presented Exelon with the first

“Environmental Excellence Award”

from the city of Chicago for environ-

mental leadership and its partnership

with the Chicago Park District.

Arts & Culture“Supporting arts and cultural institu-

tions attracts business, people, and

tourism. The areas in which we operate

have a rich artistic and cultural heritage

that we are proud to support. This year,

we are thrilled to be the Chicago

sponsor of Tutankhamun and the Golden

Age of the Pharaohs at The Field Museum

in Chicago beginning in May. Our

sponsorship of exhibitions with the

museum is just one of many diverse

cultural organizations that we fund,”

said Solomon.

Exelon supports numerous multi-

cultural programs in Philadelphia and

Chicago. These sponsorships include

the Mexican Fine Arts Center Museum,

the DuSable Museum of African

American History, and Puerto Rican

Arts Alliance’s Puerto Rican Cuatro

Festival.

Exelon has been nationally recog-

nized for its community service and

commitment to diversity. In 2005 and

2006, Fortune ranked Exelon the most

admired electric and gas utility in the

nation, with highest marks in social

responsibility; Forbes named Exelon to

its 2005 list of the most charitable com-

panies; Latin Business Magazine listed

Exelon in its 2005 Corporate Diversity

Honor Roll; and Crain’s Chicago Business

highlighted Exelon on its 2005

Corporate Giving List. CEO John

Rowe was recently recognized by

Chicago State University for his leader-

ship in diversity and community efforts.

“Communities contribute to the

growth of our businesses, and in turn,

Exelon believes in contributing to the

improvement and growth of the

communities we serve,” said Solomon.


An integral part of

Exelon’s diversity

strategy is its

Employee Network

Groups (ENGs).

These groups are the embodiment of

Exelon’s commitment to diversity

and support the company’s belief that

diversity is a business imperative. They

provide education and support to

Exelon’s diverse work force. With their

help, Exelon is transforming its culture

and its future to become the best electric

and gas company in the country.

“We need to have representation,

but we must go beyond representation so

that all of our employees feel valued and

respected,” said Rey Gonzalez, vice presi-

dent, diversity. “Our ENGs are a way for

employees to connect with one another,

discuss cultural nuances in the workplace,

and identify common issues and experi-

ences. They provide a positive forum

for open discussion about diversity and

provide senior leadership with feedback

on diversity issues.”

The ENGs serve as a resource to the

company and to its employees, strengthen-

ing employee links, raising diversity aware-

ness, sharing knowledge, improving recruit-

ment and retention, promoting personal

growth, and bringing insight to Exelon’s

strategies and goals. They also serve as a

forum for education, communication, and

professional development. Externally, they

work to strengthen corporate citizenship,

alert the company to new market oppor-

tunities, and build ties to the communi-

ties in which the company operates.

The groups are self-initiated, volun-

tary, corporate-wide, and inclusive.

Current ENGs represent various commu-

nities, including Asian Americans;

African Americans; Hispanics; the gay,

lesbian, bisexual and transgender

communities; and women.

Each group operates under a consti-

tutional foundation with an elected lead-

ership structure. Each group has an exec-

utive sponsor who is at the vice president

level or above. The sponsor serves as a

mentor and sounding board for group

initiatives, while being an advocate

within senior management.

“Our CEO John Rowe is the execu-

tive sponsor for Exelon PRIDE, the gay,

lesbian, bisexual and transgender ENG,”

said Gonzalez. “The company has a

tremendous commitment to diversity

Diversity education and support flourish atExelon through its employee network groups

ComEd Chairman and CEO Frank M. Clark introduces the guest speakers at the 2006 Black History Month event “Black

Leadership in the Energy Sector,” presented by ComEd and EAAMA (Exelon African-American Members Association).


John W. Rowe Exelon


stemming from his genuine passion for

diversity.” Rowe has been honored for

his diversity efforts with El Valor

Corporation’s “Corporate Visionary

Award” in 2003, the “Corporate

Leadership Award” from the Spanish

Coalition for Jobs in 2002, and with the

Anti-Defamation League’s “World of

Difference” award in 2000. In 2005 he

received the CEO “Ambassador Award”

from Boardroom Bound®, which honors

business leaders who recognize that a

diverse boardroom is a business imperative.

In developing their annual objec-

tives, ENGs must consider the company’s

strategic diversity goals and define how

their proposed objectives support the

constituency within the company.

“The ENGs have been a great sup-

port to the communities we serve. For

example, the Organization of Latinos at

Exelon have a scholarship fund that ben-

efits Hispanic students and promotes

education,” said Gonzalez.

Groups are required to submit their

goals and objectives to the diversity office and

their executive sponsor. Quarterly and year-

end reports are submitted to the diversity

office and distributed to senior leaders.

“Annually, the Corporate Diversity

Office hosts an ENG roundtable discus-

sion designed to identify common issues

between ENGs,” said Gonzalez. These

meetings have identified partner organi-

zations and emerging trends in the work-

place, among other things.

At this year’s roundtable, ENG

members took part in a focus group dis-

cussion about the documentary “Ties

That Bind.” The documentary, which

first aired in 2004, profiles women from

Chicago’s spiritual communities who

have come together to connect commu-

nities across faith, race, and nationality.

Exelon provided funding for the docu-

mentary and is also providing funding for

the discussion guide. The feedback from

the ENGs and from other groups and

companies will be used to develop the

discussion guide that will be available at

town hall meetings nationwide in con-

junction with the national syndication of

the documentary this year on the fifth

anniversary of September 11th.

Common programs among all

ENGs include networking for group

members; roundtables that are held quar-

terly to solicit feedback from members;

and mentoring to help less experienced

members to assist with career develop-

ment. Guest speaker sessions are held

with experts from a variety of fields to

provide expertise on specific diversity or

business issues, and members assist with

recruiting efforts for targeted groups.

The ENGs encourage attendance at

conferences that are geared toward pro-

fessional development and leadership,

and members contribute to civic and

community programs and activities.

The groups also cultivate cultural

pride, and special activities are organized

to celebrate cultural awareness months.

Exelon’s Asian group, Asian American

Community for Exelon Success

(AACES), hosts an annual Asian Heritage

month event called Taste of Asia. Asian

food is served, and artifacts from different

Asian countries are displayed.

Beginning in 2004, the diversity

“These [quarterly business]

meetings are a great way

for our employees to net-

work not only with their own

ENG members, but also with

members of different ENGs.”

Martha Garza

Director, Diversity

Exelon


office teamed with the ENGs to sponsor

quarterly business literacy workshops.

Past workshops have featured senior leader-

ship presentations on the company’s

“Exelon Way” business model for integra-

tion and centralization and about national

energy policy.

The ENGs also collaborate on hold-

ing quarterly business meetings at which

senior leaders speak on a variety of busi-

ness topics. Two ENGs will work togeth-

er to organize the meeting, which is open

to all employees to attend.

“These meetings are a great way for

our employees to network not only with

their own ENG members, but also with

members of different ENGs,” said Martha

Garza, director of diversity for Exelon.

It’s not all work and no play; the

groups also host social outings such as

parties and picnics. Groups have enjoyed

outings to Exelon-sponsored cultural

events such as the annual Puerto Rican

Cuatro Festival and the GIANTS: African

Dinosaurs exhibit in 2004.

“All of the groups come together with

members of senior leadership at our annu-

al ENG diversity galas,” said Garza. “We

hold one in Chicago and one in

Philadelphia. They are jointly planned and

attended by the ENG members, and it

is a wonderful opportunity to get together

and celebrate diversity at Exelon.” CEO

John Rowe is the keynote speaker at the

annual galas. Last year, nearly 1,500 people

attended the events.

Individual group intranet pages share

information on events and volunteer

opportunities, business literacy, and meet-

ing minutes. The pages feature discussion

boards, photos from past group events, and

newsletters to keep members connected.

NEWThe Network of Exelon Women (NEW)

is very active in professional develop-

ment, personal development, and com-

munity service. Meg Amato, manager of

corporate citizenship at Exelon and one

of the founding officers of the group and

a past president, says that being a mem-

ber has been an enriching experience.

“We help each other as well as the com-

munity. For instance, we’ve instituted an

annual mentoring outing with employ-

ees, known as the Mentoring Road Trip.

Our focus in the community has

been breast cancer. Last year our team

raised more than $50,000 at the Avon

Walk for Breast Cancer in Chicago.

We’ve been fortunate to have great lead-

ership from our executive sponsor Ruth

Ann Gillis.”

Gillis, senior vice president of Exelon

and president of Exelon Business Services

Company, has been a great resource for the

group and is particularly active in organiz-

ing NEW’s annual leadership panel.

Senior-level women executives from some

of the region’s top corporations are guest

speakers. The event is open to the business

community to attend.

“We’ve developed relationships with

other companies’ women’s groups, such

as those from GE, KPMG, and

PricewaterhouseCoopers, so it makes for a

great networking opportunity,” said Amato.

OLE Exelon’s Hispanic ENG, Organization

of Latinos at Exelon (OLE), continues

to grow in membership, drawing

employees from throughout the

company. OLE emphasizes the impor-

tance of education to advancement.

Through various fundraising events,

OLE raised $12,000 for its scholarship

fund in 2005. The United States

Hispanic Leadership Institute (USHLI)

scholarship fund was awarded a $2,500

donation from OLE. Scholarship dona-

tions also were provided to the Hispanic

Alliance for Career Enhancement

(HACE); La Voz Latina, an organization

benefiting the Hispanic community;

and Joliet Junior College foundation—

Latino Unidos.

A recent example of how the ENGs

have been a resource for company business

initiatives is the role OLE members played in

the launch of Spanish language content on

Exelon’s Web site, www.exeloncorp.com.

Several OLE members reviewed copy

and provided input on the content of the

Web site.

AACESMembers of Asian Americans Community


John W. Rowe Exelon


PDJPDJ

for Exelon Success (AACES) participated

in an event with Chicago Park District

kids at the Exelon-sponsored Splendors of

China’s Forbidden City: The Glorious

Reign of Emperor Qianlong exhibit at

Chicago’s Field Museum. AACES

members helped to teach the kids about

Asian culture. The group also hosts guest

speaker events. In 2004, local TV anchor

Judy Wang of CLTV in suburban

Chicago addressed the group.

The AACES 2006 agenda includes

community service, such as a toy drive

and a day with the elderly. AACES also

plans personal development and financial

planning seminars.

EAAMAThe Exelon African-American Members

Association (EAAMA) planned an exten-

sive series of events and programs around

this year’s Black History Month.

Activities included a literary event with

nationally recognized authors and a

blood donation drive with the American

Red Cross.

“Our 2006 EAAMA agenda is

focused on sponsoring education-based

initiatives in the community and increas-

ing the business acumen of our member-

ship. We’re working on an adopt-a-

school program, mentoring, and literacy

programs. EAAMA will also sponsor an

essay contest for junior high school stu-

dents from Chicago’s south side. The con-

test will focus on why Martin Luther King

Jr.’s legacy is still important today. A sav-

ings bond prize will be awarded to the

first, second, and third place winners,”

said Jerome Cole, human resources man-

ager for Exelon subsidiary ComEd and

president of EAAMA.

Exelon PRIDEExelon PRIDE is the company’s gay,

lesbian, bisexual and transgender

(GLBT) ENG. According to Joe

Powers, process manager for the

Customer Contact Center at ComEd

and PRIDE president, the group gives

members a feeling of connectedness.

“Our members are pleased with the

advancements that have been made for

GLBT employees within the company,

and Exelon PRIDE continues to work

with our management to ensure that

Exelon is an attractive workplace for

members of the GLBT community.

Our executive sponsor is John Rowe, and

he has been extremely supportive of all of

the ENGs, particularly of PRIDE,” said

Powers.

PRIDE works closely with the diver-

sity office to provide feedback on areas of

improvement for GLBT employees as

well as on sponsorship activities. In June

2005, Exelon PRIDE organized a semi-

nar called “Out in the Workplace” as part

of Chicago’s Citywide PRIDE activities.

Citywide PRIDE aims to bring together

GLBT employee affinity groups from

different companies to learn from one

another and discuss issues important to

the GLBT community.

Exelon’s ENGs continue to grow and

thrive as they work to create an inclusive

work place and give back to their

communities outside of the workplace.

NEW Co-Founder Meg Amato, right, with speakers

at the recent NEW panel, Cathy Coughlin, middle,

President and CEO AT&T Midwest, and Linda Heagy,

left, Managing Partner, Heidrick & Struggles, Chicago.


Diversity is a sure bet at MGM MIRAGE

With diversity a core business value at MGM MIRAGE, Punam Mathur, senior vice president

of corporate diversity and community affairs, makes it her business to put its principles

into practice. Here, Punam talks about her work to keep diversity at the forefront of the organization.

Backed by strong support at the highest levels of the company, she’s on a mission to make the

diverse, inclusive culture of MGM MIRAGE a role model in the hotel and gaming industry.

Interview Punam Mathur MGM MIRAGE

Please give your definition of diversity and inclusion.At MGM MIRAGE, our mission fordiversity is as follows: In order forMGM MIRAGE to be first and best, weaccept the accountability to acknowledgeand value the contributions of all people.

GLOBAL / MARKET / INDUSTRY ISSUES

Describe your company’s globalpresence, including the numbers ofemployees, international businessesand branches, market share, andpotential. MGM MIRAGE, one of the world’sleading and most respected hotel andgaming companies, owns and operates23 properties in Nevada, Mississippi, andMichigan and has investments in fourother properties in Nevada, New Jersey,Illinois, and the United Kingdom.MGM MIRAGE also has announcedplans to develop Project CityCenter, amultibillion-dollar mixed-use urbandevelopment project in the heart of LasVegas, its headquarters, and has a 50 per-cent interest in MGM Grand Macau, a

hotel-casino resort currently under con-struction in Macau, a SpecialAdministrative Region of China. Thecompany has approximately 70,000employees and ranks 44th on the Fortune1000 list.

MGM MIRAGE supports responsi-ble gaming and has implemented theAmerican Gaming Association’s Code ofConduct for Responsible Gaming at itsproperties. MGM MIRAGE also hasbeen the recipient of numerous awardsand recognitions for its industry-leadingdiversity initiative and its communityphilanthropy programs.

How does a company as fast-changing as yours keep up withdiversity development throughoutthe organization? Diversity is a core business value atMGM MIRAGE. To institutionalizethis work, the company launchedDiversity Champions, the first in-deptheducational program of its kind in thegaming industry. Today, almost 1,200employees throughout our enterprisehave received intense training, becomingcertified champions or ambassadors who

impart the values of diversity within theirrespective departments. Additionally,many of these employees are the public’sfirst interface with our company, and, assuch, their presence and demeanor com-municate our company’s commitmenteach day.

Are there unique opportunities inyour particular industry for imple-menting diversity programs? In 2000, MGM MIRAGE became thefirst company in the gaming industry tolaunch a voluntary diversity initiative.Subsequently, the American GamingAssociation (AGA) instituted its owneffort on behalf of the industry. There isample room and opportunity for diversi-ty within our industry.

CORPORATE LEADERSHIP

Can you give specific examples ofleadership commitment to diversityat MGM MIRAGE? What financial andhuman resources are allocated todiversity?It is best to discuss how our company isorganized for diversity. Our chairman


and CEO made diversity a moral andbusiness imperative in May 2000. Indoing so, he established a board-leveldiversity committee. Alexis Herman, the23rd U.S. secretary of labor, chairs thecommittee, which is charged with devel-oping policy and governing the imple-mentation of diversity within the company.As such, the company has specific policiesin place, including those that requireminority participation in constructionand purchasing bids. A dedicated depart-ment, Corporate Diversity and Com-munity Affairs, was established, withreporting authority to the chairman andCEO. The company also created aCorporate Diversity Council, whichmeets to establish annual diversity goalsand objectives.

Is diversity a compensable annualobjective for the executive manage-ment team? How do you reward spe-cial initiatives? What accountabilitydo you employ to meet objectives? Presidents of each of the MGMMIRAGE properties are required toinclude specific diversity goals in theirannual business plans. This strategy is

aimed at driving diversity values deeperinto our operations.

How does your organization train its leadership in cross-cultural competencies? Our industry-leading Diversity Cham-pions training is an important tool in thisregard. Several of our property presidentsare participating or have participated inthe training with their respective manage-ment teams.

How are decisions about diversitymade in your organization? There is a Corporate Diversity Council.Additionally, specific divisions also havediversity councils respective to their busi-ness focus, such as our ConstructionDiversity Council and PurchasingDiversity Council. Currently, some ofour property presidents are creatingdiversity councils.

What factors make you and yourteam confident that momentum ismoving in the right direction? MGM MIRAGE continues to be recog-nized by external organizations for its

industry-leading practices in diversity.Our company and members of our com-pany team have received national andlocal acclaim for our support of diversityboth within our organization andbeyond, and in our host communitiesand nationwide. (See sidebar on page 51for some of the honors received in 2005.)

We feel very strongly that we aremoving in the right direction with regardto diversity and inclusion strategies. Themany awards and honors we receive areevidence that the communities we serverecognize and applaud our efforts.

EMPLOYEE INCLUSIVENESS

Are employees more involved in thecompany than they were two yearsago? In what ways? Diversity Champions training is one of the most popular training initiativeswithin our enterprise. Currently, there is a waiting list through 2006 for thistraining.

Have you encountered those whoperceive inclusion programs forunderrepresented groups as being


Punam Mathur, with J. Terrence Lanni,

Chairman & CEO, MGM MIRAGE,

and Alexis M. Herman, chair of the

MGM MIRAGE diversity committee.


Personal Profile Punam Mathur MGM MIRAGE

COMPANY: MGM MIRAGE

TITLE: Senior Vice President,Corporate Diversity andCommunity Affairs

YEARS IN CURRENT POSITION:10

EDUCATION: Studied specialeducation, University of British Columbia, Vancouver, British Columbia

FIRST JOB: Automated car wash.At age 13, I was an accomplishedvehicle dryer.

PHILOSOPHY: Say what youmean. Do what you say. Live a lot. Love a lot. Laugh a lot.Enjoy life in its many vivid dimensions. Remember that we only go around once.

WHAT I’M READING: John Grisham

FAMILY: Two extraordinary boys,Richard, 16, and Joseph, 7, andone spectacular daughter, Tai, 6

INTERESTS: Family

exclusionary for others? How do you address this?We recognize education as a criticalelement for overcoming mispercep-tions and misunderstanding. Thus,our Diversity Champions training isa key tool to help our work force,suppliers, and community partnersunderstand the value of diversitywithin our organization.

Please describe your method fororienting new hires into yourculture, enriching employees’awareness, and introducing new issues. The company offers all-day orienta-tion sessions to all new employees.All new employees also are eligiblefor Diversity Champions training.

Can you name specific ways yourcompany supports developmenttoward management positions? The company has a number oftraining initiatives, including 1)REACH, an intensive six-monthsupervisory training programdesigned and conducted in collabo-ration with Nevada Partners and theCulinary Union’s Training Academyin Las Vegas; 2) TAKE FLIGHT, asix-month training program thathelps develop leadership skills byexposing first-level managementparticipants to senior executives atPrimm Valley Resorts; and 3)Bellagio’s Executive MentoringProgram, a nine-month programdesigned to prepare high-potentialmanagement-level employees foradvancement to executive manage-ment positions. We also have estab-lished the Management AssociateProgram (MAP), a six-month train-ing program designed to preparerecent college graduates for careersin management. Overall, these pro-grams provide eligible employeeswith mentors, classroom instruc-

tion, job shadowing opportunities,and hands-on experience. Theseprograms have contributed to theincrease in diversity within the super-visory and management ranks of thecompany.

How does the company include women and minorityemployees into the fabricof the organization? According to the 2004 DiversityReport, women comprise just over50 percent of our work force.Additionally, female managers andthose at higher levels comprise morethan 42 percent of our work force.MGM MIRAGE is the only proper-ty on the Las Vegas Strip to name awoman president: Rene West,Excalibur Hotel and Casino.

SUPPLIERS / COMMUNITY /CUSTOMERS

What is the company’s commitment to minority suppliers?MGM MIRAGE is committed toworking with minority, women, anddisadvantaged business enterprises.Since launching our SupplierDiversity Program, the amount ofmoney spent with these groups hasincreased by 218 percent and isgrowing.

How do you promote diversityand inclusion outside MGMMIRAGE and demonstrate yourcommitment to working withminority vendors? Our supplier diversity team regular-ly participates in trade shows andexpositions throughout the UnitedStates in an effort to reach and edu-cate minority, women, and disad-vantaged business enterprises aboutour business needs.



• MGM MIRAGE, along with its employee-

funded Voice Foundation, received the

“Outstanding Corporation/Foundation of

the Year” award from the Las Vegas

Chapter of the Association of Fundraising

Professionals (AFP).

• MGM MIRAGE was named among leading

companies for gay and transgender

employees by the Human Rights Campaign

Foundation.

• Punam Mathur, senior vice president

of corporate diversity and community

affairs, was among 10 Nevada business

leaders inducted into the Hall of Fame

of the Women’s Chamber of Commerce

of Nevada.

• Hispanic Business Magazine named the

company one of the “Top 40 Companies

for Hispanics.”

• The Texas Association of Mexican

American Chambers of Commerce

awarded the first “Chairman’s Minority

Procurement Award” to MGM MIRAGE.

• Black Enterprise Magazine named MGM

MIRAGE to its inaugural list of the

“30 Best Companies for Diversity.”

• B’nai B’rith International gave its

Distinguished Achievement Award to MGM

MIRAGE for its “Unwavering Commitment

to Promote Diversity in the Workplace.”

• Moms in Business Network and

International Association of Working

Mothers named MGM MIRAGE the

“National Company of the Year.”

• The Nevada Minority Business Council

named MGM MIRAGE the “Corporation

of the Year.”

MGM MIRAGE 2005 Diversity Awards

EXECUTIVE / PROFESSIONAL

About her roleWhere did your personal belief indiversity and inclusion originate?Who were your role models? Wasthere a pivotal experience thathelped shape your view? Seven years ago, I realized a lifelongdream of becoming a foster parent. Iwent on to adopt three children, eachfrom a different cultural background. Asa multicultural family, diversity became acore and driving value for me personally.Four years ago, when given the privilegeby our chairman to pursue diversity pro-fessionally, my avocation and my voca-tion aligned.

How did you advance to your presentposition? What was your careerpath? How did you come to be working at MGM MIRAGE? Were youaware of its diversity and inclusionpolicies? I was recruited into the industry 10 yearsago into a government affairs and com-munity relations position, following asix-year stint as senior vice president ofthe local chamber of commerce.Chairman Terry Lanni voluntarilydeclared diversity a business imperativefor MGM MIRAGE, and my portfoliowas expanded to include it.

Who are your mentors? What quali-ties about their business skill orstyle influenced you? How did theyhelp you in your professional andpersonal life? Are you mentoring

anyone today?I have enjoyed many mentors atdifferent stages of my career and

personal life who have inspired and pro-vided valuable input. I am most gratefulfor female mentors who achieved signifi-cant professional success while proudlyrelishing their role as a mom. Today Istrive to “pay it forward” by beingresponsive to those who reach out to me.

What business books or journals doyou read regularly or recommend foraspiring leaders? I prefer conversation to reading as a wayof reinvigorating my own perspectives. Ihave always made it a priority to connectwith people I respect to benefit fromtheir views.

How would you describe your concept and style of leadership? I thoroughly enjoy watching others dis-cover their capabilities. As a leader, Ibelieve it is my responsibility to provideclear vision, sufficient tools, support, andcoaching and then allow sufficientautonomy for people to chart their owncourse of action.

How have you modeled your company’s diversity and inclusioninitiatives in your own team selec-tion, management, or development? Corporate Diversity and CommunityAffairs is a small, 24-member depart-ment that is among the most diverse inthe company.

What has been your proudestmoment as a leader in this company? National recognition and accolades are asource of pride and affirmation for us;however, the source of our greatest inspi-ration and pride is found in the successof individual suppliers and employeeswho take full advantage of our diversityprograms to actualize their dreams.





Company Profile

COMPANY: MGM MIRAGE

HEADQUARTERS: Las Vegas,Nevada

WEB SITE: www.mgmmirage.com

PRIMARY BUSINESS:Gaming and hospitality

NUMBER OF EMPLOYEES: Approximately 70,000

MARKET PRESENCE: Owns and operates 23 properties in Nevada, Mississippi, andMichigan; has investments in four other properties in Nevada, New Jersey, Illinois, andthe United Kingdom; announced plans for a multibillion-dollar urban development project in Las Vegas; has a 50 percent interest in MGM Grand Macau, a hotel-casinoresort currently under construction in China.

INDUSTRY RANKING: 44 on Fortune’s 1000

MGM MIRAGE: UNITED THROUGH DIVERSITY™

PDJPDJ

Our Clients include:

Constellation Energy

Blue Cross/Blue Shield of Florida

Eastman Kodak Company

Ernst & Young

Exelon Corporation

Exxon Mobil Corporation

Harrah's Entertainment Inc.

HCA Inc.

Hewitt Associates LLC

National GeoSpatial Intelligence College

Nationwide Mutual Insurance Company

Sodexho, USA

Starbucks Corporation

The Annie E. Casey Foundation

University of Michigan Institute forSocial Research

YWCA of Greater Pittsburgh

Inspiring Ingenuity from theWorkplace to the Marketplace

The Winters Group, Inc.

877-546-8944 • www.wintersgroup.com

Diversity Strategists • Celebrating 22 years in business

Mary-Frances Winters • Founder, Chief Executive Officer


Many people believe it is an indi-vidual—the Chief DiversityOfficer, for example—who is

the major champion of any diversity pro-gram. However, leading diversity is oftena group effort, which is why SeniorExecutive Diversity Councils are becom-ing increasingly important. Because theygive the Chief Diversity Officer a sound-ing board, such councils are growing innumber, as are diversity councils withinbusiness units and external advisory committees.

What are the functions of such acouncil? Diversity Councils are the diver-sity governors. They are leaders withoversight at each level. They provide theexecutive support for the DiversityOfficer.

Accountability is key to success. Thecouncils review the systems, measure-ments, and achievements on a regularbasis. Success goals and stretch goals arenow most often presented at least annual-ly to the board of directors or a commit-tee of the board.

The Facts from our Survey:• Nearly 82 percent of Diversity Best

Practices companies have DiversityExecutive Councils.

• Half of the councils are led by theCEO or other C-level officer, and 90

percent are staffed by the DiversityOfficer.

To be effective, Diversity Councilsmust set standards and raise the bar todrive diversity throughout the businesswhile insuring that diversity alignment isachieved. The Executive DiversityCouncil sets policy and reviews theresults of representation, managementpipeline success, and supplier diversityresults.

The makeup of the ExecutiveDiversity Council is distinct: Senior managers, often from operating compa-nies, who are generally appointed by theCEO and/or other members in the “C”suite. Councils that operate effectively aretrue examples of cross-functional teams.The council’s top level normally consistsof the CEO or COO and other top exec-utives. The operating level for diversitystrategy and implementation is that ofthe CDO and team. They are responsiblefor the day-to-day oversight of the diver-sity program.

An Executive Diversity Councilrequires six key elements to succeed:

• active business leadership at the top

• clearly defined roles and responsibilities

• representative council structure

• ongoing communication

• diversity metrics and measurement

• strong accountability

There are actually five different typesof councils, and we have found that ourBest Practices companies have at least twoof the five types cited. The five types are:

1. Executive Diversity Council staffedwith senior-level executives from a variety of functions. What is compel-ling about the council is its ability to bring together cross-functionalityand assist in the process of making thediversity program a well-organized program benefiting all functions.

2.Diversity Council: With mid-level representation or inclusive of broaderrepresentation.

3. Operating Company or DivisionCouncils.

4. Affinity groups or networks.

5.External Diversity Council. An increas-ing number of companies are formingadvisory diversity councils made up ofoutside leaders. In order to achieve itsmandate, the council needs clarity,purpose, and accountability. The members can make a concerted effortto play an important role in the diver-sity program and oversee an effective

Senior Executive Diversity Councils are becoming increasingly important.Diversity Best Practices explains why.

By Edie Fraser, Diversity Best Practices

Diversity Councils

plan. This works if the members of thecouncil have different backgroundsand perspectives and are committed todiversity as a business imperative.Coca-Cola and many other companiesare naming such councils.

What does it take to create aCorporate Diversity Council? You should begin with a mission andobjectives. For example, a mission to provide executive leadership and direction to the diversity initiative willrequire integrating diversity into the business strategy, communicating thoseobjectives throughout the company,aligning human resources, and creatingor supporting other diversity structures.

Our research also underscores theimportance of selecting an executive whohas internalized the values of diversity tochampion or lead the Executive DiversityCouncil. Members of the council are rolemodels, cheerleaders, and diversity culture change agents. They integratediversity into the company’s strategy, val-ues and business measures and reviewbusiness plans for representation, market-ing, philanthropy, and supplier diversity.

How large should such a council be?We recommend from 8 to 20 membersand a review of the membership partici-

pation each six months. Some of themembers should rotate off the team onan annual basis.

The Councils typically meet monthlyor quarterly at the Executive Level. Theymeet monthly at the Local DiversityCouncil level. In some cases, they meetat least once a month initially to establishpriorities, assign tasks, and ensure earlypositive impact.

Funding is also important, especiallyearly on. All of the executives we talked toagreed that for diversity leadership, it isessential to “allocate necessary funds tosupport the activities” of the council.

Finally, review your progress regularly.Is your Diversity Executive Council the major champion of your diversityprogram? How effective is the Council in oversight, monitoring and reviewingsuccess of the diversity plans and repre-sentation results? Careful, regular reviewwill help you stay on the path to success!

Diversity Best Practices (DBP) is a membership-based service that is pioneeringnew ways to achieve business results throughdiversity. Since its inception over 200Fortune 1000 companies, federal govern-ment agencies, and nonprofit organizationshave participated in its benchmarking programs and services. To learn more, visit DBP’s Web site at www.diversitybest-practices.com.

PDJPDJ


Diversity Councils

are the diversity

governors. They are

leaders with oversight

at each level. They

provide the executive

support for the

Diversity Officer.

Featuring perspectives from these leading executives ...Valencia Adams BellSouth • Rohini Anand, PhD Sodexho • John Browne BP, p.l.c.

Steven A. Burd Safeway, Inc. • Angie Casciato Credit Suisse • Mary Cofer American Electric Power

Margot James Copeland KeyCorp • Rosalind Cox Ford Motor Company • Emily Duncan Hewlett-Packard

Monica E. Emerson DaimlerChrysler Corporation • Mike Eskew UPS • John D. Finnegan The Chubb Corporation

Gary D. Forsee Sprint Nextel • Gary Fraundorfer AT&T • Amy George PepsiCo • Charles A. Harvey Johnson Controls

John D. Hofmeister Shell Oil Kenneth O. Klepper Medco Health • J. Wayne Leonard Entergy Corporation

Janet Marzett DaimlerChrysler Financial Services Americas • Punam Mathur MGM MIRAGE

Richard G. Miles Government Employees Hospital Association, Inc. • Brenda Mullins Aflac

Katherine O'Brien New York Life Insurance Co. • Mary George Opperman Cornell University

Clayton Osborne Bausch & Lomb • Rose M. Patten BMO Financial Group

Maruiel Perkins-Chavis Marriott International

Marie Y. Philippe, PhD, SPHR Excellus BlueCross BlueShield

Rosie Saez Wachovia • Jonathan Schwartz Sun Microsystems

May Snowden Starbucks • Richard K. Templeton Texas Instruments

Anthony J. Vegliante USPS • Eric Watson Food Lion, LLC

Jim Weddle Edward Jones

Elaine Weinstein KeySpan Energy

Anise D. Wiley-Little The Allstate Corporation


Stephen Covey’s wonderful book, The Seven Habits of Highly EffectivePeople, is the inspiration behind this question: What are the habits of highly inclusive organizations? We asked some of the most esteemed

organizations in the country to describe their diversity and inclusion programs to see if there are commonalities among them.

The response was overwhelming. Damian Johnson, our director of marketing, carefully analyzed 170 strategies from 38 companies and determined that yes, there are indeed 10 habits of highly inclusiveorganizations. They are:

1. Leadership commitment2. Diversity and inclusion business-case strategy3. Diversity and inclusion training4. Mentoring programs5. Surveys and scorecards to measure success6. Recruiting and retention programs7. Affinity and network groups8. Supplier diversity programs9. Diversity and inclusion communication programs

10. Diversity events, celebrations, and award ceremonies


>>


Brenda MullinsSECOND VICE PRESIDENT HUMAN RESOURCES,EMPLOYEE RELATIONS DIVERSITYAFLAC

Aflac’s DiversityWeekDiversity encompasses muchmore than just outsideappearances. Therefore, theDiversity Week was created tocelebrate all differences. Thisis a remarkable week thathighlights working parents,military personnel, variousgenerations, and women. The final day of celebration

is a culmination of all distinct groups featuring song, music,dance, and display booths.

Anise D. Wiley-LittleDIRECTOR OF DIVERSITY ANDWORK LIFETHE ALLSTATE CORPORATION

Balancing Work andPersonal Responsibilities Allstate work life programs allowemployees to perform at theirmaximum potential and help torecruit and retain a diverse work-

force. Programs include flexible work hours, the ability towork at home and/or telecommute, competitive pay, child and dependent care assistance, adoption assistance, tuition reimbursement, on-site education programs, and concierge

Mary CoferDIRECTOR OF DIVERSITYAND CULTUREAMERICAN ELECTRICPOWER

Diversity Events andCelebrationsDiversity committees acrossthe AEP system celebrate thecontributions of our employees

through local speakers and activities. These events includeWomen’s History Month; Black, Hispanic, Asian and NativeAmerican Heritage Month observances; Veteran’s Day; and theInternational Food Festival. These events provide an opportu-nity to learn about diverse cultures and acknowledge the con-tributions of our workforce.

Gary FraundorferVICE PRESIDENT HUMAN RESOURCESAT&T

Prime Supplier Participation Program AT&T promotes diversity initiatives among the company’s first-tier suppliers by encouraging suppliers with contracts over$500,000 to prepare and submit detailed supplier diversityannual participation plans and quarterly reports. AT&T provides training guides and workshops to help prime suppliersdevelop their own supplier diversity programs to meet theirstated numerical goals.

We have combed through the many ideas sent to us and present some of the most interesting ones to

you here. Each organization’s contribution begins with the name of a diversity and inclusion program or

strategy, followed by a brief description. We may have chosen a program far down the list of each company’s

offerings, but we did so only to avoid being redundant.

Perhaps you will find an idea here to bring to your own organization. If you do, then we have succeeded.

After all, what better way is there to celebrate our diversity of thought than to learn from one another?

Here then, in alphabetical order by organization name, are the many habits of highly inclusive organizations.

services. Programs vary throughout the country and are tailored to the specific needs of the employees to help themeffectively balance work and personal responsibilities.


Clayton OsborneVICE PRESIDENT OF HUMANRESOURCES AND CHIEFPRIVACY OFFICERBAUSCH & LOMB

Leveraging Diversityof ThoughtBausch & Lomb has estab-lished diversity of thought asits platform for its diversityand inclusion initiative in

order to leverage the unique differences reflected in all of ouremployees. We believe that to truly leverage diversity ofthought, the Bausch & Lomb workplace should be representedby the widest diversity of people possible. We are confidentthat this strategy facilitates high levels of innovation and cre-ativity and provides us a clear competitive advantage. Teamscurrently use the Myers-Briggs Type Indicator and the SocialStyles instruments to assess the levels of diversity of thoughtexisting in the company. Increasingly, the Kirton Adaption-Innovation Inventory will be used to complement the otherinstruments.

Valencia AdamsVICE PRESIDENT AND CHIEFDIVERSITY OFFICERBELLSOUTH

Develop andImplement aCompanywideCommunicationsStrategyClear, effective communica-

tion is a critical, yet often overlooked, aspect of the diversityprocess. If done well, it can dispel myths, help avoid backlashand position the process itself for success. To ensure its success,the case for the diversity initiative must be made clearly andconcisely. It must also be communicated with a sense of honesty and integrity.

Strong, consistent communications are necessary todemonstrate BellSouth’s commitment to diversity. Leadershipmust be seen and heard championing diversity issues—bothinternally and externally. As high-level support for the successof the initiative is evidenced, a momentum of buy-in andcommitment is created that ultimately drives the desiredchange.

Beyond explaining the why of diversity, the communica-tion plan must seize every opportunity to impart incrementalunderstanding of BellSouth’s inclusive definition of diversity.It is especially critical to emphasize that diversity is far morethan race and gender and that it encompasses multiple dimensions of similarity and difference. Communication that educates helps all involved see themselves as part of thediverse mix and as mutual beneficiaries of the initiative.

Rose M. PattenSENIOR EXECUTIVE VICEPRESIDENTHUMAN RESOURCES ANDSTRATEGIC MANAGEMENTBMO FINANCIAL GROUP

Establish EffectiveCommunicationChannelsThroughout theOrganization

At BMO, employee communication is a critical platform withina wider employee engagement strategy as a means for creatingan inclusive organization. One way of maintaining high levelsof engagement and inclusion is through open channels ofcommunication.

Communication is a key priority across the organization.For example, some of BMO’s senior-most leaders providemonthly updates and context on what is taking place through-out the organization. Their messages not only inform, but alsohelp employees take proactive measures to enhance customerexperiences, improve productivity and increase company performance.

The employee voice also is measured on a variety of issuesthrough the feedback provided on our Annual EmployeeSurvey. Employees also can download a 2006 Holiday andMulticultural Calendar directly into their Outlook calendar.This is designed to help BMO Financial Group employeesschedule conferences, appointments, meetings, and otherevents, so they do not coincide with major dates of religiousobservance celebrated by colleagues. Detailed descriptions ofmajor holidays and observances are also available on BMO’sintranet site. We believe that a culture of inclusion is facilitatedthrough increased awareness of the holidays and events thatare important to one another.


John BrowneCEOBP, p.l.c.

Global Path toDiversity andInclusionBP’s Global Path to Diversityand Inclusion aims to furtherprepare the company for the21st century global market-place by continuing to diversify

its employee base, with particular emphasis on local representa-tion in varied geographic markets. BP understands that whatconstitutes diversity varies greatly across regions and encompassescharacteristics such as gender, race, ethnicity, nationality, lan-guage, sexual orientation, gender identity, religion, and tribe.

Led by a team of Diversity & Inclusion (D&I) practitioners,the inclusion efforts comprise a range of programs, includingcareer development offerings for diverse, high-potentialemployees; a diversity and inclusion index which tracksemployees’ perceptions of the work environment; global diversity networks; and dynamic workshops on issues related to gender, race, and nationality.

Accountability measures are rigorous and transparent: Performance contracts rate executives on behaviors (includingthose related to D&I) and business results, and these ratingsdirectly impact bonus pay. In addition, all D&I targets aretracked quarterly; if goals are not met, leadership intervenes.The success of BP’s Global Path to Diversity and Inclusion isclear: Women’s representation among the 600 most senior lead-ership positions—the first stage in its change process—increasedfrom 9 percent to 17 percent between 2000 and 2005.

John D. FinneganCHAIRMAN, PRESIDENT, ANDCEOCHUBB GROUP OF PROPERTYAND CASUALTY INSURANCECOMPANIES

Reach Up, ReachOut, and ReachDownChubb’s diversity initiative,“Reach Up, Reach Out, and

Reach Down,” is a comprehensive effort that focuses on buildingan inclusive culture in which employees are empowered to take

charge of their careers, while reaching out and coaching thosearound them. This is facilitated by (1) high-potential identifi-cation programs; (2) an array of learning and developmentofferings; and (3) powerful Employee Resource Groups(ERGs) like the Minority Development Council, Women’sDevelopment Council, Gay and Lesbian Network, and Asian-American Business Network. These ERGs identify externalbusiness opportunities, act as a leadership development train-ing ground, and regularly communicate with senior leadership.

In addition to strong communication and senior leader-ship support, Chubb utilizes many formal accountabilitymechanisms to achieve success. Employees are responsible fordriving the culture of inclusion. All managers are expected to demonstrate diversity efforts on their annual performance evaluations, with ratings affecting their merit increases andbonuses. Senior managers set objectives around developing andpromoting diverse candidates, and report progress to the CEOand board of directors. The managers who demonstrate themost improved and the most balanced diversity results for the year receive a sizeable bonus to re-invest in a diversity-related program.

Finally, Chubb’s bi-annual employee engagement surveymeasures attitudes on work environment, including percep-tions of diversity and inclusion. While Chubb’s initiative hasbuilt an inclusive culture to benefit all employees, it hasnotably worked to advance women into leadership. Women’srepresentation at the senior vice president level increased from16 percent in 2001 to 23 percent in 2005; at the executivevice president level, women’s representation increased from 0 to 17 percent during this time.

Mary GeorgeOppermanVICE PRESIDENT FORHUMAN RESOURCESCORNELL UNIVERSITY

“Sandbox Socials”and “Life Cycles”Workshops —Targeted SocialProgrammingCornell University created

targeted programming that addresses the interests of ourdiverse community. The Life Cycles Series of workshops offers employees the opportunity to attend free programs thataddress issues in categories such as parenting skills, enhancingrelationships, life transitions, and work-life integration.


Monthly Sandbox Socials connect individuals of color to thesocial fabric of Cornell and the Ithaca community. Concerts,bus tours and other entertaining venues provide opportunitiesfor individuals to learn more about regional resources while developing personal and professional relationships with colleagues.

Angie CasciatoMANAGING DIRECTOR ANDHEAD OF GLOBAL DIVERSITYAND INCLUSIONCREDIT SUISSE

Client-focused EventsCredit Suisse hosts events thatbring together our employeesand our diverse client base.These events provide the bankwith the opportunity to

highlight the broad spectrum of our diversity and inclusioninitiatives in a way that impacts the business and strengthensour client relationships.

Client-focused events are among nearly a dozen strategiesemployed by Credit Suisse to ensure that all employees valuediversity as a core part of our business strategy.

Monica E. EmersonEXECUTIVE DIRECTORCORPORATE DIVERSITYOFFICECHRYSLER GROUP

LeadershipCommitment toDiversityThe Chrysler Group’s commitment to diversitystarts at the top, with a

diversity statement penned by the president and CEO. The DaimlerChrysler Leadership Commitment to

Diversity display, signed by the entire Leadership Council,hangs in the entrance of every facility in North America. The signatures serve as a visual commitment of the company’sleadership to create an environment where all people arerespected, valued, and inspired to perform at optimal levels byserving as role models of inclusive, respectful behavior.

Janet MarzettVICE PRESIDENT HUMAN RESOURCES ANDADMINISTRATIVE SERVICESDAIMLERCHRYSLERFINANCIAL SERVICESAMERICAS

Financial and SocialResponsibilityThrough our inclusive culture, we understand the

importance of reaching out to our communities. We focus on four areas: education and financial education, communityadvancement, arts and culture, and public policy. The community relations motto is “Invest. Empower. Involve.” It guides our interests in our communities to invest ourresources, help people help themselves, and involve ouremployees. We rely on our employee volunteers as they help to transfer skills and knowledge within our company to othermembers in the communities where we live and work.

The DaimlerChrysler

Leadership Commitment

to Diversity display, signed

by the entire Leadership

Council, hangs in the

entrance of every facility

in North America.


Jim WeddleMANAGING PARTNEREDWARD JONES

Avoid “One Size FitsAll” Education Edward Jones recognizes thatinclusion requires a process,not a single training programor series of events. After theleadership strategy was com-

municated, the firm cascaded inclusion training throughout alllevels of the organization, including education for a very largefield sales group. Inclusion 2020™ workshops, designed andconducted by outside firm Simmons Associates, provided astrong, shared framework and were tailored to address the particular issues and needs by country and culture. This isimportant, because Edward Jones has operations in the UnitedStates, Canada, and the United Kingdom.

Using the Vectors™ problem solving tool, the sessions aredesigned to sharpen leaders’ ability to remove the subtle, oftenhidden forces that can impede associates’ engagement and performance. Again demonstrating the firm’s commitment to accountability, participants work on their own specificaction plans to support the inclusion objectives at a team and individual level.

J. Wayne LeonardCEOENTERGY CORPORATION

CompanywideDiversity ScorecardThe Diversity and InclusionScorecard is a collaborativeeffort developed by line managers, the TalentManagement and Inclusion

department, and members of the company’s 20-plus employee-led diversity and inclusion councils. The scorecard serves as anumbrella mechanism to measure, coordinate, and trackprogress on the company’s numerous diversity initiatives,including diversity training, the establishment of business unitdiversity and inclusion councils, and leadership initiatives thatcreate an inclusive workforce and promote diversity in thecommunities the company serves.

Marie Y. Philippe,PhD, SPHRVICE PRESIDENT, DIVERSITYAND INCLUSIONEXCELLUS BLUECROSSBLUESHIELD

Close EncountersMany companies haveallowed the functional hierarchies to build barriersbetween their most vital

resources. We wanted to dispel these often unspoken mythssuch as “Good ideas only come from the top,” or “Voices fromminority employees are filtered,” while reinforcing organiza-tional inclusion. To accomplish this, small meetings with theCOO and other senior leaders are held monthly with employ-ees who would not, in their ordinary course of activities, havedirect conversations with senior executives.

After the leadership strategy

was communicated at

Edward Jones, the firm

cascaded inclusion training

throughout all levels

of the organization.

© 2006 Bausch & Lomb Incorporated.

™ denotes trademark of Bausch & Lomb Incorporated. MIS0206002

Better vision is everyone’s birthright.From sutureless cataract surgery that can save an infant’s sight to a contact lens

that corrects vision overnight, Bausch & Lomb is at the forefront of eye health.

Working with the world’s foremost optometrists and ophthalmologists,

we’re innovating a future with one goal in mind: Perfecting Vision. Enhancing Life.™


Eric WatsonVICE PRESIDENT OFDIVERSITY AND INCLUSIONFOOD LION, LLC

Retail ManagementTraining (RMT)ProgramThis program begins with theidentification of core collegesand universities for recruitment,including historically black

colleges and universities (HBCUs). We established a RetailManagement Training Program with the CentralIntercollegiate Athletic Association (CIAA), which is comprised of twelve HBCUs in our operating area. We alsofocused on the retention and development of 13 associatesfrom diverse backgrounds who are a part of our RetailManagement Training Program. The outcome of this programhas been especially gratifying. We are growing strong relationships with HBCUs in our operating area and increasingthe talent and diversity of our company’s workforce.

Rosalind J. CoxDIRECTOR, DIVERSITY ANDWORK LIFEFORD MOTOR COMPANY

Operationalizing theDiversity Strategy –Moving to anInclusive MindsetSenior leaders at Ford useBusiness Review Questions

and Key Messages regularly to drive an understanding of diversity and inclusion into standing meetings and businessdiscussions. These questions address our company’s strategicareas of focus and help identify those organizations and leaderswho follow processes designed to build diverse and inclusive teams.Among our other initiatives, we have established a mentoringroundtable consisting of managers from each organization to share best practices, develop new tools, and promote mentoring overall. We also support employee resource groupsthat offer us fresh business and consumer insight and supportour recruiting and community outreach efforts.

Richard G. MilesCEOGOVERNMENT EMPLOYEESHOSPITAL ASSOCIATION,INC. (GEHA)

The Idea ChainGEHA’s Idea Chain is anemployee suggestion policyoffering rewards based on thevalue of an employee’s suggestion instead of the

employee’s pay grade. The company’s hiring policy providesclear directives giving preference to internal qualified candi-dates to meet all goals and objectives for internal mentoringand career development.

I credit the diversification of the company’s product offerings as well as the development of additional services andprocess improvements to the contributions of a diverse groupof talented employees at various levels within the organization.

Among Ford’s initiatives

is the establishment of a

mentoring roundtable

consisting of managers

from each organization

to share best practices,

develop new tools, and

promote mentoring overall.

What’s missing?

Ivy Planning Group is known by the company it keeps. Corporate giants like

MetLife, L’Oreal, Nike, Lockheed Martin, Paramount Pictures, JP Morgan Chase,

Hilton Hotels, Lehman Brothers, and Viacom; government agencies and non-

profits who are serious about diversity choose Ivy. They understand that selecting

the right consulting and training firm makes all the difference in building and

sustaining a successful diversity initiative.

BALANCING STRATEGY, DIVERSITY AND THE BOTTOM LINE

Serious about your diversity initiative? Call today...1.877.448.9477


Emily DuncanVICE PRESIDENT, CULTUREAND DIVERSITYHEWLETT-PACKARDCOMPANY

Expanding theDiversity of OurWorkforceWe’re accelerating the achievement of our company-wide diversity goals by

supporting HP leaders in attracting, developing, and retaininga diverse workforce. We’ve established strategic partnershipswith professional organizations and executive search firms;actively recruited candidates through conferences, career fairs,and events; and expanded the entry-level talent pool throughcampus and university recruiting.

HP ensures that diversity is embedded into our talentmanagement programs. Creating a work environment wherepeople want to stay and grow, engaging our employee resourcegroups, and broadening our diversity and inclusion trainingportfolio help us retain a diverse workforce.

Charles A. HarveyVICE PRESIDENT, DIVERSITYAND PUBLIC AFFAIRSJOHNSON CONTROLS

M.E.E.T. onCommon Ground:Diversity andInclusion TrainingThis program teaches employees and managers how

to recognize and respond to workplace situations professionallyand with respect. The program introduces an easily learnedfour-step process that is supported with real-life vignettes.

Behavioral skills are presented to help participants evolvefrom traditionally biased behaviors to those that are receptiveand open, avoiding pitfalls such as patronizing behavior andoveraccommodation.

M Make time to discuss.E Explore differences.E Encourage respect.T Take personal responsibility.

Bottom line: Pre- and post-testing of employees indicated that95 percent left the training with the confidence that theycould independently resolve workplace conflicts.

Margot JamesCopelandCHAIR OF KEY FOUNDATIONEXECUTIVE VICE PRESIDENTAND DIRECTOR OFCORPORATE DIVERSITY ANDPHILANTHROPYKEYCORP

Domestic PartnerCoverageDomestic partner coverage is

a component of Key’s broader strategy to compete for talent.It’s a competitive advantage creating an enhanced environmentwhere employees can carry out their careers. Key began offer-ing domestic partner coverage in 2001 and was one of the firstfinancial-services companies to do so in the nation.

HP ensures that diversity

is embedded into talent

management programs,

creating a work environ-

ment where people want

to stay and grow.

These businesswomen have prevailed in nontraditional fields because they met

challenges head-on and took advantage of opportunities that came their way.

Opportunities like becoming a vendor for Georgia Power, a subsidiary of Southern

Company, the South’s premier energy company. Through our Supplier Mentor

Program and other diversity initiatives, we have assisted qualified female and

minority-owned companies acquire the experience, knowledge, and contacts to

help grow their businesses. At Georgia Power, we believe that their success will

contribute to the economic success of all the communities we serve. To learn

more, visit us at southerncompany.com/suppliers/diversity.asp.

Y O U M I G H T B E S U R P R I S E D W H AT T H E Y C O N S I D E R W O M A N ’ S W O R K .

Cathy Arnett, President, Utility Support Systems, Inc., Distribution Engineering Services; Vickley Raeford, President, Raeford Land Clearing, Inc., Grading and Right-of-Way Clearing;

Rajana Savant, President, Mesa Associates, Inc., Engineering and Research Development; Elizabeth Gats, President, Stag Enterprises, Inc., Commercial and Industrial Supplies Distributor.


Elaine WeinsteinSENIOR HUMAN RESOURCESOFFICERKEYSPAN ENERGY

Making the BusinessCase for DiversityTo meet the varied needs of our diverse customers,KeySpan recently established a Multicultural Marketing

Campaign, with two pilot programs targeting Chinese- andHispanic-Americans. To make the campaign effective, we called on our diverseemployees to serve as Multicultural Marketing Ambassadors.Customer + Employee Inclusiveness = Real Business Value.

Maruiel Perkins-ChavisVICE PRESIDENT,WORKFORCE EFFECTIVENESSAND DIVERSITYMARRIOTT INTERNATIONAL

Women’s LeadershipInitiativesThe Women’s LeadershipDevelopment Initiative

(WLDI), which the company began in 1998, seeks to increasethe presence of women in the highest level of managementand in other key decision-making positions. WLDI has apowerful framework built on three critical components: leader-ship, networking and mentoring, and workforce effectiveness.

The first component focuses on developing and support-ing Marriott’s current women senior leaders and on building astrong pipeline of future women leaders. In the second criticalcomponent, women and minorities learn valuable skills inbuilding reciprocal value relationships that enable them to seekmentoring relationships throughout their careers.

The third component is workforce effectiveness. We havea long-standing tradition of providing strong work life supportand programs to all of our associates at Marriott. We under-stand and value that our female employees must approachtheir lives with the dual need to prioritize their work and personal life responsibilities. This initiative has resulted innotable accomplishments. For example, Marriott has morethan tripled the number of women in executive positions.

Kenneth O. KlepperEXECUTIVE VICE PRESIDENTCHIEF OPERATING OFFICERMEDCO HEALTH SOLUTIONS

Medco Work@HomeConsistent with its strategy tooptimize operations, assetsand information technology,Medco subsidiaries have 500employees—primarily

associated with call centers—participating in Work@Homeprograms in various areas of the country. To date, the resultshave been overwhelmingly positive, with increased job satisfaction and high-quality performance. Medco hasWork@Home programs in New Jersey, Texas, Ohio, Nevada,and North Carolina.

Medco provides the information systems required to perform the job responsibilities, including computer, securityand telephone equipment, and specialized programs unique to Medco. By bringing the technology to the home setting,Medco provides new options for those who may be challengedin managing the costs and inconveniences involved in commuting to work.

By bringing technology

to the home setting, Medco

provides new options

for those who may be

challenged in managing

the costs and inconveniences

involved in commuting

to work.


Punam MathurSENIOR VICE PRESIDENT,CORPORATE DIVERSITY ANDCOMMUNITY AFFAIRSMGM MIRAGE

EngagingMulticulturalInterests to DriveROIAs part of our strategic plan,MGM MIRAGE dedicated a

professional sales position to help develop relationships withmeeting and convention planners for multicultural and emerging markets. Also, the Multicultural Advisory Council,comprised of representatives from diverse groups and organiza-tions, offered its insight to help shape our company’s efforts.As a result, marketing materials specifically targeting diverseconsumers were created; we increased our participation in relevant multicultural trade shows; and advertising and marketing materials were adapted for production in Spanishand English.

Katherine O’BrienVICE PRESIDENT AND CHIEFDIVERSITY OFFICERNEW YORK LIFE INSURANCECOMPANY

Maintain ClearCommunication ofInclusionIt is critical to have a well-articulated corporate businesscase for diversity and inclu-

sion that explains “how and why” diversity and inclusion canhelp the company achieve its business objectives. Ongoingcommunication of this business case is needed so that it continues to be part of corporate culture and philosophy. Inclusion principles must be directly integrated into the culture and company mission by top leadership. At New YorkLife the diversity office, led by the chief diversity officer,reports to the executive vice president in charge of law andcorporate administration and has regular interaction with theexecutive management committee, which is a group of company executives who establish management policies.

Amy GeorgeVICE PRESIDENT, GLOBALDIVERSITY AND INCLUSIONPEPSICO

Ensuring Leader-ledCommitmentSenior level sponsorship isessential to winning withdiversity. Each of our chair-man’s direct reports hasresponsibility for an employee

group, with all groups represented—including white males.For example, the CEO of Frito-Lay is responsible for under-standing the experiences of Latinos at PepsiCo. This ensuresopportunities are surfaced, and every group has a voice at themost senior level.

Steven A. BurdCHAIRMAN, PRESIDENTAND CEOSAFEWAY, INC.

ChampioningChange for Women:An IntegratedStrategySafeway’s ChampioningChange for Women: AnIntegrated Strategy pairs com-

prehensive career development and mentoring programs withrigorous tracking and accountability systems, a combinationthat has resulted in the substantial advancement of women—including women of color—to management positions. Drivenby an emphasis on advancing all talent and monitored throughrigorous tracking and accountability systems, the initiative features such innovative elements as a mentoring program thatrequires all managers to mentor diverse talent, and the RetailLeadership Development program, which trains retail employeesto be store managers, a path which can lead to corporate management. This emphasis on accountability ensures results:Since 2000, there has been a 40 percent increase in the repre-sentation of women in store management ranks, a 34 percentincrease in the representation of white women and a 65 percentincrease in the representation of women of color. The repre-sentation of women at the vice president level rose from 12 percent in 2000 to 25 percent in 2005.

Is Nationwide for you?

person ality

Some people have an inner desire, a compelling force that drives them to take action, deliver on their promises and continually reach beyond what’s expected. It’s this passion for greatness that makes Nationwide associates special.

At Nationwide, it’s not about just filling a position. It’s about finding individuals with personality – that special blend of natural talents and innovative ideas. If words like passion, connection, commitment,vision and leadership inspire you, a career at Nationwide could be for you.

A number of job opportunities are available now in Columbus. Meet with one of our representatives or apply online at nationwide.com.

Are you ready?

Nationwide is an equal opportunity employer. EOE/M/F/D/VNationwide and the Nationwide framemark are federally registered service marks of Nationwide Mutual Insurance Company. On Your Side is a service mark of Nationwide Mutual Insurance Company. ©2005, Nationwide Mutual Insurance Company. All rights reserved.


John D. HofmeisterPRESIDENT, U.S. COUNTRYCHAIR, VICE PRESIDENTCORPORATEAFFAIRS/HUMANRESOURCESSHELL OIL

Employee NetworksEmployee Networks play avital role in promoting under-standing, engagement, and

accountability at Shell. They orchestrate programs and activities at the business and department levels, includingmentoring, diversity awareness, professional development, andwork/life support. Network groups organize activities andevents to help improve the work environment and providedevelopment opportunities for women and people of color.Examples of network activities include workshops and panelsat which senior women share career experiences with morejunior women.

Networks also have played a vital role in helping leader-ship understand the demographic composition of the work-force and cultural differences. Each network has a presidentwho is accountable for the group’s achievement of goals andobjectives mutually agreed upon between the network and theCorporate Diversity Office, which fully funds all networkactivities. There are eight active employee networks at Shell:Asian-Pacifics; Blacks; Women; Gays, Lesbians, Bisexual andTransgendered; Hispanics; Generation X Employees; LouisianaAfrican-Americans; and Louisiana Women. Each network hasbusiness-related goals and a scorecard to track performance.

Dr. Rohini AnandSENIOR VICE PRESIDENTAND CHIEF DIVERSITYOFFICERSODEXHO

Building a Culture of MentoringMentoring is a key component of employeedevelopment, and Sodexho iscommitted to developing a

culture that supports it. We have implemented three mentoringprograms which include Impact, a formal initiative connectedto succession management for high-potential employees;Peer2Peer, an informal initiative which operates through our

employee network groups; and Bridge, an informal mentoring initiative within our operating divisions for newmanagers. Our mentoring initiative is an opportunity tostrengthen organizational relationships across divisions andfunctions, align people and processes, enable people to achieve their full potential, and enhance diversity in the leadership pipeline.

Gary D. ForseePRESIDENT AND CEOSPRINT NEXTEL

A Holistic Approachto Inclusion andDiversitySprint Nextel focuses not just on traditional (thoughimportant) diversity aspectssuch as race and gender, but

expands the scope to include such areas as diversity of thought,experience, job level, and location. This inclusive thinking ispresent as we reach out to our employees, customers, suppliers,and the community.

Recently, Sprint Nextel launched a groundbreaking new Black History Month campaign, sending daily text messagesabout important African-Americans to interested parties.Sprint Nextel also offers innovative services for deaf and hard-of-hearing users.

Sodexho’s mentoring initiative is an opportunity to strengthen organizationalrelationships across divisionsand functions, align peopleand processes, enable peopleto achieve their full potential,and enhance diversity in the leadership pipeline.

MFHA 10th Anniversary Conferencecelebrate a decade of diversity leadership

August 6-8, 2006 in Boston

at the Hyatt Regency Cambridge

• Gerry Fernandez, MFHA President and Founder, will deliver a “State of Diversity” keynote address

• Celebrating the industry’s achievements and milestones over the last decade

• MFHA 2006 award winners

• Log onto www.mfha.net for sponsorship and early registration opportunities

MFHA premier sponsors


May SnowdenVICE PRESIDENT, GLOBALDIVERSITY AND INCLUSIONSTARBUCKS COFFEECOMPANY

Ensure a Great WorkEnvironment byLeveraging DiversityWe strive to create an inclu-sive and high-performancework/life environment in

which all partners are fully utilized and effective. By designingand implementing global diversity and inclusion learning solutions, we foster a sustainable framework of change andtransformation that supports the Starbucks strategic plan.

Our diversity and inclusion strategies enhance relation-ships with community leaders and external audiences andembody the Starbucks corporate vision: Embrace diversity asan essential component in the way we do business.

Jonathan SchwartzPRESIDENT AND CHIEFOPERATING OFFICERSUN MICROSYSTEMS

Global Inclusion,Branding andCommunication Sun's messaging platform hasevolved from one focused ondiversity and individualcareers to one that conveys

Sun’s commitment through brand, messaging, global commu-nity involvement, and talent pipeline partnerships that fosterinternal and external reputation. Sun’s network computingvision demands that we first grow and nurture the mostimportant network of all—our employee community.

At the core of Sun’s staffing processes, inclusion is trans-parent. This allows the company to embed inclusive practicesinto the talent management system, ensuring that talentedpeople, wherever they are in the world, can participate at everylevel of our pipeline. In that way, Sun becomes the employerof choice for people around the globe.

Richard K. TempletonPRESIDENT AND CEOTEXAS INSTRUMENTSINCORPORATED

Monthly DiversityColumn andDiversity TipsheetsEach month, the diversitydirector writes and posts adiversity and inclusion article electronically. Subjects

span the entire range of issues—race, gender, culture, and sexualorientation. The article also has delved into issues relating toworkplace bullying, building trust, religion, and defininginclusions. The newsletter is accessible to employees world-wide. The diversity office also periodically issues diversity tips,each no longer than two pages. They augment the monthlycolumn by offering “how-tos” relative to specific issues.

Starbucks’ diversity and

inclusion strategies enhance

relationships with community

leaders and external audiences

and embody the corporate

vision: Embrace diversity as

an essential component in the

way it does business.


PDJPDJ

Mike EskewCEOUPS

Black ExecutiveExchange Program(BEEP)Designed to provide a newperspective on business and to broaden the career aspira-tions of African-American

college students, the National Urban League’s Black ExecutiveExchange Program presents an exciting opportunity for all participants. Since UPS began participating in the program in1989, 125 senior managers have served as role models.

UPS also has developed a Welfare to Work program. The program helps move individuals from welfare to work byplacing them in jobs at UPS. UPS’s success is largely due topartnerships with government and nonprofit agencies acrossthe country. UPS has programs in 40 locations across thecountry and has hired almost 66,000 people previously onwelfare rolls.

Anthony J. VeglianteCHIEF HUMAN RESOURCEOFFICER AND EXECUTIVEVICE PRESIDENTUNITED STATES POSTALSERVICE

MulticulturalBusinessOpportunitiesThe USPS has developed relationships with its multi-

cultural customer base. A small business marketing council hasbeen created to focus on developing this vital sector’s ability togrow and prosper by using mail as a business and marketingvehicle. The council is comprised of the National SmallBusiness Foundation; the National Black, Hispanic and PanAsian chambers of commerce; Association of Women BusinessOwners; Association of Small Business Development Centers;and the American Society of Association Executives.

DiversityBusiness.com ranked the USPS the top govern-ment agency for multicultural business opportunities. ThePostal Service focuses on the entire business community whensearching for quality equipment, supplies, and services for our

operational needs. Small, minority-owned, and women-ownedbusinesses are integral to our supplier base. The Postal Serviceis seeking to provide all suppliers with equal access to purchasingand business opportunities.

Rosie SaezSENIOR VICE PRESIDENT,DIRECTOR OF DIVERSITYINTEGRATION PRACTICESWACHOVIA

Annual CEODiversity ReviewThis program holds leaders at all levels of the companyaccountable for achievingmeasurable results on the

diversity components of their business plans. We conduct an annual CEO diversity review with all operating committeemembers. The review uses reporting processes to monitorresults, identify areas for improvement, and leverage best practices. It ensures that departments such as humanresources, corporate marketing, corporate relations and supplier diversity integrate diversity goals and programs intotheir go-to-market efforts.

The United States Postal

Service focuses on the entire

business community when

searching for quality equip-

ment, supplies, and services

for operational needs.


1 2 3 4 5 6 7 8 9

10 11

12 13 14 15

16 17

18 19 20 21 22

23 24

25 26 27 28 29

30

31 32 33 34 35 36

37 38

39 40 41 42

43 44

45 46 47 48

49 50 51 52

53 54

ACROSS

1. Management7. 2004 Profiles in Diversity Journal Leader of the Year

10. Expert, for short12. Look after and allow to grow14. Oil company and diversity supporter16. ___ Mex!17. Soldier18. Leveled19. Recognize as having the standards for professional

employment, for example23. World24. Characterized by, suffix25. Self executed, for short26. Oil company that supports diversity in the workplace28. Senior30. Light type

31. Enthusiasm33. Trusted counselor37. Promotion38. “The One” star Jet39. Don't ___ on my parade!40. Management quality43. A ___ - do person44. I have, abbr.45. Tech giant supporting diversity in the workplace47. Freedom President48. 1st Asian American woman appointed to a President’s

cabinet ( ____ Chao)49. Advice50. Ocean51. Attempt53. Listens to54. Succeeds, with “it”

DOWN

1. Program that is helping women receive equitable treatment in the workplace

2. Another word for diversity3. Way to go4. Top5. Near, for short6. Drinks company supporting

diversity in the workplace8. Boat mover9. Dunk-worthy food

11. Academic qualification13. Wrong color for the books15. Compete19. ____-in!20. Radio band, abbr.21. Executed22. Drink cooler23. Kind quality26. Convince27. ___ polloi29. Secures, a position for example30. Nope!32. Success34. Set aside35. Twist or North?36. Mature40. Testing ground41. Life goal42. Helpful suggestions43. Oversee46. Twofold52. Greeting (slang)

The solution can be found on page 80.

Society for Human Resource Management

Annual Conference & Exposition

June 25–28, 2006

Washington, D.C.

Special Discount AvailableFive or more individuals traveling from the same country (other than the United States) will receive a 20 percent discount on each full conference registration fee. Note: All registrations must be paid by a single form of payment and accompanied by all completed registration forms for each attendee.

Questions?Contact Rosaura Barrera at [email protected] or SHRM Customer Service at (800) 283-SHRM,option #3 (U.S);+1 (703) 548-3440, option #3 (International); TTY/TDD: (703) 548-6999.

www.shrm.org/conferences/annual

Explore | Learn | Network

The Washington Convention Center | Washington, D.C.

SHRM2006


G O V E R N A N C E F O R DE A O P R O D A ON U R T U R E C H E V R O ND I T E X A G I UE V E N E D A C C R E D I TR T G L O B E I CD I Y S H E L L E L D E RI N E O N A AV I T A L I T Y M E N T O RE R L L A D L IR A I N L E A D E R S H I PS U C A N R M I V EI B M A B E E L A I N ET I P R S E A R T R YY H E E D S M A K E S O

Bank of the West Page 80www.bankofthewest.com

Bausch & Lomb 65www.bausch.com

The Boeing Company 3www.boeing.com

DaimlerChrysler Corporation 5www.daimlerchrysler.com

Dell, Inc. 7www.dell.com

Eastman Kodak Company 11www.kodak.com

Exelon Corporation back coverwww.exeloncorp.com

Ford Motor Company cover 2, page 1www.ford.com

Georgia Power 69www.southernco.com/gapower

Halliburton 63www.halliburton.com

Ivy Planning 67www.ivygroupllc.com

Lockheed Martin 9www.lockheedmartin.com

MFHA 75www.mfha.net

MGM MIRAGE 61www.mgmmirage.com

Nationwide Insurance 73www.nationwide.com

PepsiCo, Inc. 71www.pepsico.com

Sodexho 45www.sodexhousa.com

Society for Human Resource Management 79www.shrm.org

Starwood Hotels 16www.starwoodhotels.com

WellPoint cover 3www.wellpoint.com

The Winters Group 53www.wintersgroup.com

What does it take to be namedFORTUNE® magazine’s MostAdmired Health Care Company six years running?

People like you.

At WellPoint, we celebrate the diversity

of our workforce. We are the leading

health benefits company in the nation

serving the needs of 34 million members.

A FORTUNE 50® company, we are

strengthened by the commitment and

dedication of our associates. If you’re

looking to join a company where you will

see your ideas in action - where what you

do helps others live better, consider a

career with us.

Visit our Web site to search opportunities

throughout the United States at:

www.wellpoint.com/careers

Opportunities may be available in the

following areas:

• Actuarial

• Administrative/Clerical

• Advertising/Marketing

• Claims/Membership/Customer Service

• Compliance

• Corporate Communications

• Finance & Accounting

• Human Resources

• Information Technology

• Legal

• Management

• Nursing/Case Management

• Pharmacy

• Provider Network Development

• Sales

• Training

• Underwriting

SM

EOE. SM Service Mark of WellPoint Inc. FORTUNE and FORTUNE 50 are registered trademarks of FORTUNE magazine, a division of Time Inc. ©2004 WellPoint Inc. All rights reserved.

diversity journal - mar/apr 2006

Documents