diversity journal - mar/apr 2006
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Diversity Journal - Mar/Apr 2006TRANSCRIPT
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
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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
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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.
4 Profiles in Diversity Journal March/April 2006
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.
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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
6 Profiles in Diversity Journal March/April 2006
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.
8 Profiles in Diversity Journal March/April 2006
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
10 Profiles in Diversity Journal March/April 2006
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
12 Profiles in Diversity Journal March/April 2006
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.
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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
14 Profiles in Diversity Journal March/April 2006
Profiles in Diversity Journal March/April 2006 15
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.
Profiles in Diversity Journal March/April 2006 19
Special Feature Exelon
ALL PHOTOS COPYRIGHT BY EXELON, UNLESS OTHERWISE NOTED.USED WITH PERMISSION.
interview ::
20 Profiles in Diversity Journal March/April 2006
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
Profiles in Diversity Journal March/April 2006 21
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-
Special Feature Exelon
“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
22 Profiles in Diversity Journal March/April 2006
“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
Special Feature Exelon
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
Profiles in Diversity Journal March/April 2006 23
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
24 Profiles in Diversity Journal March/April 2006
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 ::
Special Feature Exelon
Profiles in Diversity Journal March/April 2006 25
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).
26 Profiles in Diversity Journal March/April 2006
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
Profiles in Diversity Journal March/April 2006 27
Special Feature Exelon
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
28 Profiles in Diversity Journal March/April 2006
Profiles in Diversity Journal March/April 2006 29
Special Feature 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
30 Profiles in Diversity Journal March/April 2006
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.
Special Feature Exelon
Profiles in Diversity Journal March/April 2006 31
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
32 Profiles in Diversity Journal March/April 2006
“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
Special Feature Exelon
Profiles in Diversity Journal March/April 2006 33
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
34 Profiles in Diversity Journal March/April 2006
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.
Special Feature Exelon
Profiles in Diversity Journal March/April 2006 35
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
36 Profiles in Diversity Journal March/April 2006
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.
Special Feature Exelon
Profiles in Diversity Journal March/April 2006 37
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
38 Profiles in Diversity Journal March/April 2006
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.
Profiles in Diversity Journal March/April 2006 39
Special Feature Exelon
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
40 Profiles in Diversity Journal March/April 2006
“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.
Special Feature Exelon
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).
Profiles in Diversity Journal March/April 2006 41
John W. Rowe Exelon
42 Profiles in Diversity Journal March/April 2006
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
Special Feature 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
Profiles in Diversity Journal March/April 2006 43
John W. Rowe Exelon
44 Profiles in Diversity Journal March/April 2006
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.
Profiles in Diversity Journal March/April 2006 47
48 Profiles in Diversity Journal March/April 2006
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
Profiles in Diversity Journal March/April 2006 49
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
Interview Punam Mathur MGM MIRAGE
Punam Mathur, with J. Terrence Lanni,
Chairman & CEO, MGM MIRAGE,
and Alexis M. Herman, chair of the
MGM MIRAGE diversity committee.
50 Profiles in Diversity Journal March/April 2006
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.
Interview Punam Mathur MGM MIRAGE
Profiles in Diversity Journal March/April 2006 51
• 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.
Interview Punam Mathur MGM MIRAGE
52 Profiles in Diversity Journal March/April 2006
Profiles in Diversity Journal March/April 2006 53
Interview Punam Mathur MGM MIRAGE
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™
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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
54 Profiles in Diversity Journal March/April 2006
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
Profiles in Diversity Journal March/April 2006 55
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
56 Profiles in Diversity Journal March/April 2006
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
Profiles in Diversity Journal March/April 2006 57
>>
58 Profiles in Diversity Journal March/April 2006
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.
Profiles in Diversity Journal March/April 2006 59
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.
60 Profiles in Diversity Journal March/April 2006
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.
62 Profiles in Diversity Journal March/April 2006
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.
64 Profiles in Diversity Journal March/April 2006
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
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Working with the world’s foremost optometrists and ophthalmologists,
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66 Profiles in Diversity Journal March/April 2006
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.
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68 Profiles in Diversity Journal March/April 2006
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.
70 Profiles in Diversity Journal March/April 2006
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.
72 Profiles in Diversity Journal March/April 2006
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?
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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.
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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.
74 Profiles in Diversity Journal March/April 2006
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
76 Profiles in Diversity Journal March/April 2006
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.
Profiles in Diversity Journal March/April 2006 77
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.
78 Profiles in Diversity Journal March/April 2006
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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
80 Profiles in Diversity Journal March/April 2006
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
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