Innovation, PASSION,

SUCCESS

EMC2011

We are a leading technology

company that’s driven to

perform, to partner, to

execute. We go about

our jobs with a passion

for delivering results.

We lead change and change

to lead. We are devoted

to the advancement of

our people, industry, and

community. We are EMC—

where information lives.

4 Chapter 1 General Information

6 Chapter 2 Hiring and Welcoming

1 0 Chapter 3 Inspiring

1 2 Chapter 4 Speaking

14 Chapter 5 Listening

2 0 Chapter 6 Thanking

2 3 Chapter 7 Developing

2 5 Chapter 8 Caring

3 3 Chapter 9 Celebrating

3 6 Chapter 10 Sharing

4 2 Chapter 11 Workplace Culture and Organizational Success

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TABLE OF CONTENTSEMC

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Welcome to EMC!

When we ask people, “Why choose EMC as a place to work?” they tell us it is because at EMC, they get to create, innovate, solve problems, and make things happen every day. There is a rush that flows through our global community. It is our hope that this package gives you a little bit of the feeling of the energy, the pace, and the passion that is EMC.

Enclosed you’ll find a DVD containing videos, employee perspectives, photos, and other supporting collateral. We invite you to view it as you read through each chapter.

Our warmest regards,

Polly Pearson VP, Employment Brand & Strategy Engagement EMC Corporation

CORPORATE PROFILE

At EMC, we create products and services that help companies and consumers store, man-age, share, protect, and secure all of their digital information. EMC is the brand leader for this set of offerings, which we refer to collectively as “Information Infrastruc-ture.” Our product and services portfolio, com-bined with the vision, partnerships, and, above all, our people, positions us well to lead the newest and poten-tially largest wave of change happening in the IT industry today, which we and others refer to as private cloud computing.

BRINGING YOUR INFORMATION TO LIFE WITH EMC We make information storage products that support many busi-ness needs. For example, our stor-age systems and software help to process the world’s daily credit card transactions for major credit card companies. We make those ubiquitous RSA SecurID keycode tokens and software-based ID authenticators that make tasks such as personal online banking

much safer. And we create data-backup software and hardware suitable for home and office computers.

Our products are often invisi-ble to daily life. Yet the majority of the world’s population could not go one day in their lives with-out their personal digital “infor-mation trail” being touched by some EMC innovation. Every text message you send, every ATM withdrawal you make, every box of cereal you buy—it all creates a digital trail that EMC’s technol-ogy is helping to store, manage, access, and keep secure.

Our corporate customers tell us that they consider EMC a “promise keeper.” Our products and services are often the corner-stones of their organizations’ data centers because information is the digital heart and soul of a global enterprise today. Our people and our products are known equally for being trustworthy and reli-able—and they’ve both helped us achieve the honor of inclusion on FORTUNE’s “World’s Most Admired Companies” list for many years.

At a more personal, consumer level, we take our responsibilities just as seriously. Namely, we help people protect their cherished things. After all, these days, a dig-ital family photo, MP3 file, or e-mail message can be just as important (and sometimes just as irreplaceable) as the family photo albums, treasured record collec-tions, and shoeboxes full of old love letters were decades ago.

Worldwide, our 43,000-strong workforce approaches challenges with passion and a knack for delivering results that exceed

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Chapter GENERAL INFORMATIONœ

1. A brief description of EMC’s primary business in lay terms.

S U P P O R T I N G C O L L AT E R A L

• AnEMCOverview,byVPLindaConnly

• TheGrowingDigitalUniverse

a customer’s expectations. We help our customers get the maxi-mum value from their informa-tion—whether it’s a single digital image of a newborn baby or the credit card transactions accumu-lated by a global-scale retailer during an entire year.

And that’s the reason we believe EMC will emerge as the top technology company of the 21st century.

FROM STARTUPS TO STARSIndividual consumers, small start-ups, FORTUNE Global 500 companies from all industries, public-sector organizations—they all use our products, solutions, and services. All in all, these cus-tomers comprise the world’s most data-dependent people and busi-nesses, among them financial ser-vices companies, ISPs, chain stores, manufacturers, hospitals, biotech firms, telcos, universities, airlines, public-sector agencies, and so many, many small offices and homes.

A TRADITION OF INNOVATIONOur company has a long tradition of innovation and leadership;

the tenets of innovation, passion, and success are deeply ingrained within our culture. Since 2003, we have invested approximately $19 billion in R&D and strategic acquisitions. Those moves added “muscle” to our core capabilities and extended our reach into rapidly growing new markets such as cloud computing, information security, and information intelligence.

In 2009 alone, we garnered nearly 100 awards for products, services, human resources prac-tices, and people—among them “Best Place to Work” awards in many countries and states in the U.S. in which we operate.

GLOBAL PRESENCE AND CITIZENSHIPWe are committed to doing business in a socially and environmentally responsible manner—we very much want to be an attentive, respectful local and global neighbor. And inside our walls, we cultivate and sustain a high- performance culture that gives all of us the chance to become a “leader at every level.”

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Our product and services portfolio,

combined with the vision, partnerships,

and, above all, our people, well

positions EMC to lead the newest and

potentially largest wave of change

happening in the IT industry today,

which we and others refer to as private cloud computing.

EMC stock is publicly traded and is listed on the New York Stock Exchange under the symbol EMC. It is a component of the S&P 500 Index. EMC’s competitors include IBM, Hewlett- Packard, Hitachi Data Systems, NetApp, and numerous small information management and storage companies.

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ADAPTABLE, PASSIONATE, SELF-MOTIVATED, SUCCESS-ORIENTED

EMC employees excel at what they do, wel-come a challenge, love innovating, and work best in a fast-paced, lively environment. We use behavior-based interviewing techniques, which help us evaluate candidates on what skills they would call upon in a given situa-tion. But we don’t just measure job-role-specific skills; we also examine a person’s decision- making ability, creativity, diverse per-spectives, values, ability to deliver results, and ability to mesh with our culture.

ENERGIZED AND EMPOWEREDWe are interested in eager, smart people who reflect the many customers and markets we address. Those who excel at EMC are adaptable problem solvers. We look for people who feel energized knowing that each day will serve up some-thing different—and that they and their coworkers will have to deliver creative results. We want people who are proud of their work, who love being on a

winning team, and most of all, who will move heaven and earth to satisfy a customer.

“Throughout the hiring pro-cess, I knew EMC was looking at more than my resumé. I knew they valued the other skills that would make me good at my job. And because of that, it’s been a great fit...the perfect place for me to be a whole person,” says Kimberly Brinkmeier, level-one software engineer at EMC.

To keep a promise to a cus-tomer or colleague—or simply to meet a quarterly goal—EMCers at all levels must exert leadership. For instance, when we’re inter-viewing an engineer candidate, we want someone who’ll be able to write code, assist a customer, advise a salesperson, correspond with an executive, and perhaps even publish an IT thought leadership-style blog entry about a favorite software R&D best practice.

And when we’re looking for executives, we seek people who have both broad-based manage-ment experience and specific sub-ject-matter expertise. Importantly, we also want someone who’ll be nimble enough to run one busi-ness unit today and seamlessly transition to leading another one tomorrow if needed. We look for senior managers with “executive presence” who are confident and strategically agile, yet grounded enough to remain hands-on in daily interactions with employees and customers.

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2a. Characteristics EMC seeks in prospective employees, aside from the skills needed to do their jobs.

S U P P O R T I N G C O L L AT E R A L

• Aperspectiveonhiring,byEMCrecruiterMarieGunning

Chapter HIRING AND WELCOMING

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We look for people who get

energized knowing that each day will serve up

something different —and that they and

their coworkers will have to

deliver creative results.

Kimberly Brinkmeier says, “Throughout the hiring process, I knew EMC was looking at more than my resumé. I knew they valued the other skills that would make me good at my job. And because of that, it’s been a great fit…the perfect place for me to be a whole person.”  EMC Recruiter Arthur Benoit chats with a prospect at EMC’s career fair booth.

Members of EMC’s University Relations Team pose together at a career fair.

Chapter HIRING AND WELCOMING∑

2b. How EMC welcomes new employees and integrates them into our culture.

S U P P O R T I N G C O L L AT E R A L

• AreflectionofherfirstdaysatEMC,byMLDPer,RachelRosenfeld

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Joining EMC is an exciting time, and we welcome our new hires warmly into our EMC family from the moment that they accept the job.

CONFIDENCE BEFORE DAY 1A big trend in new-employee wel-coming around here is happening almost daily over the online social network, TWITTER. It usually begins when a candidate enthusiastically tweets, “I have an interview with EMC,” or “I will soon be joining EMC.” Inevitably, well-wishes and welcoming comments stream in from EMCers around the world. This phenomenon, though fairly recent, has become practi-cally de rigueur.

DAILY OCCURRENCE Some EMCers take their wel-comes to an even higher level. For example, one of our Chicago-based EMC Technology Consul-tants posted a blog entry filled with success tips for EMC’s new hires. (The EMC employee com-munity re-tweeted his post with great delight.) Another employee, an EMC Distinguished Engineer based in Massachusetts, is now a weekly guest blogger for the career site, Vault.com. He writes about EMC’s culture and offers tips for interviewing and career management.

For a while now, we’ve also been using FACEBOOK to welcome new hires and share information with the many people who access the site to inquire about working here.

In 2009, we formally launched a Facebook “EMC CAREERS” page.

As of May 2010, it has approxi-mately 2,000 fans and attracts hundreds of visitors daily. We try to give the page a helpful feel: for example, if someone asks about a particular job opening, we give them the e-mail address of a specific EMC Human Resources recruiter so that they can reach out to a real person. Visitors also view photos and videos of us working (and sometimes playing around), and they learn about the people and places that make up EMC.

Welcoming our newest employ-ees prior to their first day makes them eager to form relationships and understand the inner work-ings of EMC. To feed that enthu-siasm upon their arrival, new hires connect immediately to other employees via our internal social network, EMC|ONE (Online Network of EMCers). It’s a place where all of us exchange ideas and working tips, support each other, and learn how our peers are doing. Dialogue flows almost nonstop. The site also links new employees to EMC’s professional development and training portals, it connects them to mentors, and it even offers podcast episodes of EMC’s culture-oriented shows. With these tools, new EMCers form connections with coworkers, make new friends, and learn a whole lot about EMC.

COMPASS, MENTORING, SOCIAL GROUPS, AND HOT COALS On their first day, employees attend our Compass New Hire Orientation, a face-to–face, inter-active class about the company and its culture, strategic focus, products, and services. We then

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provide a 90-day success guide filled with online tutorials and helpful resources.

EMC Sales, Marketing, Engineering, and several other organizations also run special- ized orientation programs. For instance, in Sales, a week-long onboarding program ends with new employees displaying their “I-can-do-anything” attitude and demonstrating their camaraderie by volunteering to take the Hot Coal Fire Walk to the cheering of their peers.

One-on-one mentoring is another way we help new hires get acclimated and connected. In some departments, as many as six people will become buddies with a new hire, helping the employee learn about the com-pany and the job.

It’s important to us that our new employees are able to blend their personal and professional passions, so we introduce them to EMC’s many networking and social groups. Specifically, we currently have nine “affinity circles” created by groups of employees who share back-grounds, as well as more than 160 employee-generated interest groups called communities that are dedicated to personal passions ranging from motorcycling to music. If no existing group inter-ests the new hire, it’s easy to launch one and build member-ship through the EMC|ONE social network.

Visitors to the EMC Careers page on Facebook say that they like the interaction. 

EMC Marketing Leadership Development Associate Rachel 

Rosenfeld says, “Before I even walked through the door, I felt 

welcomed and connected because of the outreach from my 

Marketing Leadership Development Program alumni mentor.  

We’d communicated through e-mail, and she even sent me a 

handwritten card to welcome me to the company and to the 

program. Earlier, I received a nice briefing about EMC’s culture,  

the job expectations, and even the fitness class schedule at the 

EMC gym. These initial communications made me feel confident 

and excited to begin my EMC career.”

“Before I even walked through the door, I felt welcomed and connected.”

EMC Marketing Leadership Development Associate Rachel Rosenfeld

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3. How EMC inspires employees to feel that their work has more meaning than just being a job.

S U P P O R T I N G C O L L AT E R A L

• EMCpartnerswiththeBostonCeltics

• EMCemployeesraisemoneyfortheLanceArmstrongFoundation

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People are happy when they are engaged in their work, when they are feeling they are making professional progress, and when they are treated with respect. That is exactly what our people say they like about working at EMC.We know this because we not only hear it everyday, but we get to see it being said as well. On EMC|ONE, our internal social media network, an inspirational conversation has been unfolding. Our people are saying that it is inspiring to work at a company that empowers them and treats them as professionals—that it is exciting to solve problems, to create, to invent, and to know that your ideas, not your job title, come first.

It’s common to hear EMC people talking about the bril-liance and compassion of their colleagues and the availability of EMC’s executives. They say they love how EMC encourages new ideas, not just ideas for creating products and services, but also imaginative ways to make EMC better as a company.

“At EMC, I get to innovate every day. That’s what inspires me and keeps me here. I’m innovat-ing in a place that is dynamic, on the move, and filled with the smartest people imaginable,” says Steve Todd, EMC Distinguished Engineer and author of the book, Innovate With Influence.

Last year’s economic recession was scary enough to throw a pall over even an engaged work-force, but at EMC, we tried to manage the business to minimize its impact. We did this by con-tinuing to encourage everyone to let creativity help shape their own, and their company’s, future.

ALL FOR ONE—A STORYAs the recession deepened, a program manager in EMC’s sales training and education group, Michelle Lavoie, was noting many of her colleagues getting increas-ingly worried about job security. She wanted to do something.

Michelle started a discussion thread on EMC|ONE headlined: “Constructive Ideas to Save Money,” and invited people to share specific ideas for helping EMC to deal with the downturn.

The response was immediate and overwhelming. The thread accumulated 26,170 views and generated 364 replies—some offer-ing one idea; others with many suggestions. People suggested moves such as increasing the use of teleconferencing; making vol-untary contributions of vacation days; renegotiating corporate con-tracts for printers, copiers, and cleaning services; and many other changes.

Michelle now says, “I started that thread in late 2008, and in the year-plus since then, I’ve seen so many ideas shared and so many actions implemented. That posting and the reaction to it turned out to be the one of proudest moments of my profes-sional life. And it really sold me on social media as a way to pro-mote constructive change and

Chapter INSPIRING

step up to the work of shaping the policies that affect all of us.”

EMC’s executives joined the discussion and posted updates on cost-saving recommendations being adopted. Employees are seeing their own ideas being brought to life all across the company.

Why was this simple and rather spontaneous posting by one EMC employee so successful? Perhaps because it correlates to employees’ explanations of why EMC inspires them: EMC encourages them to be innovators and problem solvers every day. All someone has to do is ask, and the ideas will flow. Nothing satisfies an EMCer more than solving a problem. It inspires them.

SOCIAL MEDIA2009 definitely was another big year for social media at EMC. More than two years earlier, our EMC|ONE platform had helped us become adept at initiating and responding to discussions, blogging, and just voicing quick opinions in effective ways.

Then we took the skills well outside the firewall. Smart and certainly opinionated, our “blogging corps” shares with the world why EMC is an industry leader. Our bloggers are inspiring more people inside and outside of EMC to get involved with blogging, tweeting, and YouTubing. Our growing corps of social-media-conversant employees make the effort because they care about their company and want to help it succeed.

KEY PROGRAMSHere are some of the sources of inspiration for EMC’s high- performance critical thinkers and innovators:• Discussion threads on

EMC|ONE, where anyone can pose a question or a problem and receive immediate advice.

• Competitions for innovative ideas, also vetted on EMC|ONE, where anyone can post an inno-vation (an idea, often a highly technical one, for creating or improving a product, service, or business process) and have others rate it and add to it. EMC funds the best ideas and gears them up for market.

• A pervasive atmosphere in which everyone brings their A-game to work every day. When you’re surrounded by the best “business athletes,” the quality of your own game rises, too. Being here feels a little bit like being on the corporate equivalent of a perennial Super Bowl Championship team.

• On that note, we affiliate our-selves and sponsor sports teams and athletic events that are con-sidered “the best.” For example: We sponsor and provide techni-cal support to world champion teams including the Boston Red Sox (MLB), Patriots (NFL), and Celtics (NBA). Our employees visit the playing venues of these teams to feel the energy of win-ning. They meet players and learn directly from them how our two operations share a goal of being the best.

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EMC CEO Joe Tucci holds up an official New England Patriots jersey, with “EMC” printed on the back, at one  of EMC’s quarterly employee meetings, which was held  at Gillette Stadium.

Steve Todd

“At EMC, I get to innovate every day. That’s what inspires me and keeps me here. I’m innovating in a place that is dynamic,

on the move, and filled with the smartest people imaginable.”

Steve Todd, EMC Distinguished Engineer and author of the book, Innovate With Influence

Home page of EMC’s internal social network, EMC|ONE.

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4. Distinctive ways EMC managers, especially senior managers, share information with employees and foster a culture of transparency.

S U P P O R T I N G C O L L AT E R A L

• EMCCEOJoeTucciatthecompany’sQ12010quarterlyemployeemeeting

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Over the past year, EMC’s senior managers have worked harder than ever to further an environment of trust, enable two-way sharing, and be transparent. Communicating with employees near and far is the best way to earn the trust that is essential to our success.

When an EXECUTIVE E-MAIL goes out, it simultaneously appears on our intranet and our internal social network, EMC|ONE, where peo-ple react and respond to it in real time. Everyone, including the executive, keeps the dialogue flowing by joining that discussion and posting timely updates.

E-mail is also our tool of choice for issuing news releases inter-nally, reporting organizational changes, and sharing financial results. The CEO frequently sends messages to all employees and personally replies to his e-mail messages.

Another senior executive, Chief Financial Officer David Goulden, sent out a series of e-mail messages throughout 2009 to keep our 43,000 employees apprised of the efforts to bring non-personnel-related operational costs down in the challenging economic environment. In an interview last year with Business Finance magazine, David said, “We really worked at communicating—my office became a letter-writing machine. We found that often,

there were simple things that could be done, but communica-tion was always key.”

Pictures are worth 1,000 words, and at EMC, WEBCASTS are getting more popular than old-fashioned audio conference calls. The visu-als coupled with realtime chat are a great way to share information—for instance, when we’re telling everybody about a newly launched product. And, by archiving these webcasts, we ensure that our employees in Sin-gapore don’t have to dial in at midnight to see and hear from EMC’s Massachusetts-based senior leaders.

Some of our employees spend a lot of time in planes and cars. To help field-based sales and service employees stay in the loop, we’re using PODCASTS and, increasingly, VODCASTS, to share information. The technology lets people on the road access information when it’s convenient for them. Our sales representatives, for example, are known to listen to the podcasts in their cars as they drive to appoint-ments with prospects.

EMC’s LUNCH WITH LEADERS pro-gram (sometimes also referred to as “Lunch and Learn With…”) is an informal one- or two-hour midday session marked by a flexible agenda and open, honest discussion. Employee feedback about these lunches has been overwhelmingly positive. Every attendee surveyed so far has indi-cated that he or she will recom-mend them to colleagues.

Closed-door meetings are so 20th century; at EMC, open “TOWN HALL” meetings are often the meetings of choice. For exam-ple, EMC’s EVP of Worldwide

Chapter SPEAKING

Sales, Bill Scannell, holds inter-active meetings with his various teams when discussing territory changes or expansions of relation-ships with reseller partners. On a larger scale, our executives travel throughout the global EMC com-munity, holding in-person meet-ings with employees about the company’s direction and strategic position and answering employ-ees’ questions. Our largest com-pany QUARTERLY MEETINGS for all employees follow a similar format. And people who cannot attend in person watch the archived web-cast of the event afterward.

Our “CULTURE TALK” lunchtime talk radio show is an interactive and entertaining show that lets the employee audience really get to know a guest, whether that guest is the Vice Chairman of EMC, the Chief Sustainability Officer, or simply a rank-and-file EMCer who has fascinating per-spectives to share. Along with the audio component, visual images of the guest in his or her home environment and at work round out the picture for the audience.

This year, we launched “LEADER-

SHIP IN ACTION”—a video series for employees featuring on-camera interviews with senior executives. These videos are shot simply (and sometimes spontaneously) using a Flip camera and are posted inter-nally online without a lot of elab-orate post-production. They connect the top leaders with employees in a very human, authentic, unvarnished manner. Employees hear unrehearsed com-mentary about company strategy, major milestones and events, and even the executive’s interests out-side of work.

At the annual offsite LEADERSHIP

SUMMIT, EMC’s Chairman and CEO and his executive team meet with hundreds of field employees to candidly review the past year’s successes and challenges and the upcoming year’s goals. This three-day meeting is the big kick-off to the year. Access to executives is easy for all who attend, and later, major portions of the event are viewable on the Channel EMC intranet and EMC|ONE internal social network. At the event, INTER-

ACTIVE STRATEGY sessions run by the managers have replaced most of the onstage presentations. Lead-ers now tackle challenges in eye-ball-to-eyeball breakout sessions with small groups of attendees, and then report back to the CEO and the full audience on proposed game plans.

Within EMC, workgroups hold department-level ALL-HANDS MEET-

INGS regularly. Strategy and goals are the big topics, and service anniversaries and special recogni-tions are celebrated, too.

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EMC leaders host a Q&A session at EMC’s quarterly employee meeting.

Prior to an employee all-hands meeting in Ireland, CEO Joe Tucci took a tour of Cork Manufacturing, enjoying the opportunity to speak with a number of employees.

Our Chairman and CEO frequently

sends messages to all employees and personally replies

to his e-mails. EMC VP Polly Pearson hosting “Culture Talk,” with guest Steve Todd and co-host Monya Keane.

Chapter LISTENING¥

5a. Ways EMC employees can ask questions, provide feedback, or otherwise communicate with managers, especially senior managers.

S U P P O R T I N G C O L L AT E R A L

• The Working Mother Experience Book

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At EMC, we listen openly and practically endlessly. Employees know they can send an e-mail message to any-one at any level, even the CEO. They know they can expect a real reply, and they know that their suggestions will get serious consid-eration. Just ask Natalie Corridan-Gregg, Direc-tor, EMC Technology Analysis.

THE WORKING MOTHER EXPERIENCENatalie, a new mother, was discov-ering that many of her coworkers shared the same delights, con-cerns, and challenges that come with being a working mother at EMC. Like her, some of them had even been documenting their thoughts.

That discovery led Natalie to stop by the office of Executive Vice President Frank Hauck to ask for his support of a book about EMC’s moms.

The result was The Working Mother Experience, a 239-page compilation of authentic and heartfelt stories from around the world written by EMC mothers (and one father). Ninety-six contributors from 15 countries on five continents shared candidly how they com-bine parenthood with their work in EMC’s high-performance, fast-paced environment. Upon its publication, Natalie’s book

started a dialogue on the joys and challenges experienced by EMC’s working moms.

And it all started with a request by a single employee.

“I told Frank Hauck that I wanted to put stories of EMC’s mothers together in a book, and 20 minutes later, the book was funded,” says Natalie. “I was walking on air. It was amazing and empowering and very cool.”

Natalie’s conversation with Frank exemplifies the freedom our people have to approach senior management and share ideas. In fact, a myriad of ways exist at EMC for people to listen and share. Here are some:

EMC|ONE, our internal, online collaboration network, gets five million page views from employ-ees around the globe each month. New posts appear literally every minute. EMC|ONE has shattered this company’s old divisional, organizational, and geographic boundaries and thrown open the doors for individual contributors and department managers across the company to share ideas and hold discussions as never before.

Employees are finding their voices on EMC|ONE, and they are transforming into public ambassadors of the company’s brand. Recently, we polled readers to ask if they felt more engaged this year versus the year before (when EMC|ONE was still new). Seventy-five per-cent answered yes.

TELL EMC is our online sugges-tion box, accessible via EMC’s global intranet, Channel EMC. This is another place where employees can post specific questions, comments,

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suggestions, and concerns. They can do so anonymously, or, if they supply their name, they are guaranteed to receive a personal response from a suitable executive or technical subject-matter expert.

We also use the TELL EMC platform to solicit questions from employees one week before each quarterly all-hands meeting. Our CEO Joe Tucci and his staff per-sonally review the submitted ques-tions, then Joe answers them live on stage at the big meeting.

Our “EMC CULTURE TALK” lunch-time radio show is all about cul-ture. EMC’s vice president of employee engagement and brand strategy hosts this live conversa-tion with global employees.

The “Culture Talk” show encourages listeners to call in and text in to discuss, live, what’s inspiring and what’s challenging about their EMC careers. The show’s guests have included exec-utives; employee-experts in HR, social media, IT innovation, and personal branding; two top EMC sales representatives; and many other EMCers with interesting stories and opinions to share.

Each show is archived as an MP3 file for listeners in other time zones who may miss the live broad- cast. And between each episode, employees on EMC|ONE can keep the dialogue flowing about the topics raised on the show.

At LUNCH WITH LEADERS, employ-ees and senior leaders participate on panels and in focus groups to explore topics such as cultural diversity, balancing work and home life, and growing one’s career. More than a half-dozen EMC employee affinity groups have hosted these sessions.

Natalie Corridan-Gregg and son John Michael enjoying some time at the park together.

“I told [EVP] Frank Hauck that I wanted

to put the stories of EMC’s mothers

together in a book, and 20 minutes later, the book was funded. I was walking on air. It was amazing and

empowering and very cool.”

Natalie Corridan-Gregg, Director, EMC Technology Analysis

Employees can use EMC’s internal social network site, EMC|ONE, to sign up for  Lunch with Leaders with top executives, such as RSA Division President Art Coviello.

Cover shot of The Working Mother Experience, a compilation of stories written by EMC mothers.

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Chapter LISTENING¥

5b. Programs available for EMC employees to make suggestions and become involved in making decisions that affect their jobs, work environments, or the direction of the company.

S U P P O R T I N G C O L L AT E R A L

• EMC’sAnnualInnovationConference

EMC leaders are listen-ing and acting based on an open information flow with employees. And the employees are responding. As EMC evolves, employees are becoming ever-more proactive leaders who know how to connect, collaborate, and con-tribute to the company’s success.

The cornerstones of EMC’s open-door policy are integrity and com-munication. Our people listen to each other, and they communicate directly with their managers and peers to express their needs and offer ideas.

The operative word is “open.” One of our employees, Kathrin Winkler, is a good example of the approach in action. A passionate environmentalist, Kathrin knew there had to be more that EMC could do to make itself greener. She discovered she wasn’t alone; from engineering to marketing to facilities, colleagues told her they shared her enthusiasm. They formed an EMC GREEN TEAM composed of brilliant storage engineers, product managers, facilities managers, and marketing experts. The team meets regularly to brainstorm how to make EMC’s products and facilities more environmentally sustainable.

“People who didn’t even know each other before are sharing ideas,” Kathrin says. “All of our

results evolve from our passion and our sharing. It creates a spark of innovation in us.”

The team wrote a proposal for a corporate initiative and brought it to EMC’s executive committee, whose support and encourage-ment was immediate. But things didn’t end there: EMC Chairman and CEO Joe Tucci suggested the initiative needed a shepherd. When the position of Chief Sus-tainability Officer was created, Kathrin pursued it and won the job.

“Not only does this company allow me to find opportunities for it to ‘up its game,’ but I get to indulge my personal passion. Plus, I get to work with other people who have the same passion and drive. I feel like I’m in my dream job, and that the company collaborated to get me here,” Kathrin says.

SOCIAL MEDIA EXPLOSIONAlmost three years ago, EMC began introducing social network-ing tools. The intent was to help employees share ideas and opin-ions across all leadership levels and to forge personal and profes-sional bonds with colleagues around the world. These tools, with their emphasis on encourag-ing open-communication behav-iors, caused a major shift in how we talk and listen to each other.

All social media fosters idea-sharing through virtual conversa-tion on blogs, wikis, instant messaging platforms, and discus-sion boards. The conversations create connections inside and outside of EMC, and the “2.0” communication behavior model is boosting our productivity,

proficiency, creativity, and com-petitive edge.

Our people use a company-wide social media web platform called EMC|ONE to converse and share information without regard to organizational level or geo-graphical distance. EMC|ONE has approximately 19,000 regis-tered users and gets nearly five million page views a month. On average, 10–15 employees sign up with EMC|ONE every day to chat and blog about topics impor-tant to them, to get inspired, and to inspire others.

EMC|ONE IS PULLING QUIET BUT CREATIVE GENIUSES OUT OF THEIR SHELLSDespite being an EMC employee for more than 13 years, Dave Spencer was a self-described “stereo typical engineer” who didn’t really interact with others at EMC beyond his immediate workgroup. Given the opportu-nity to contribute to EMC|ONE, he started adding to discussions and launched a blog on manage-ment practices. His work was so compelling that Polly Pearson, EMC VP of Employment Brand & Strategy Engagement, asked him to be her co-community manager on EMC|ONE’s Culture Talk community. Additionally, Dave’s blog got such favorable reviews inside EMC that he launched an external blog called “Dave Talks Shop.”

Today, Dave writes about all areas of corporate life, including topics tied to EMC’s employment brand. He has a strong following inside and outside of the company and is a clear EMC brand ambassador.

“The connections I was making through my blog pushed me out of my comfort zone in terms of personal growth,” says Dave. “It was really enabling because at EMC, they don’t tell you what to write; you just write what you’re interested in, and they stay out of your way.”

“Just as valuable as anything Dave says about EMC is the value we get from Dave’s honesty and ability to engage in what is hap-pening around him,” says Polly. “I and other EMC executives read his work and call him directly. He helps us remain grounded with the approaches we’re taking.”

Social media at EMC unlocks people such as Dave Spencer in ways that give the company great value from employees’ insights. As Polly says, “Nowhere in Dave’s software engineering job title does it say he ‘serves as an advisor to the company on management models and culture,’ yet every day, our social media models allow for just this type of passion-meets-value.”

INNOVATION’S GATHERING PLACEThe EMC INNOVATION NETWORK is our virtual community where EMCers debate, incubate, and celebrate ideas and innovation. In conjunction with the Innova-tion Network, our annual Global Innovation Conference includes a breakthrough-idea contest called the Innovation Showcase. In 2009, we engaged the competitive spirit of thousands of creative employees worldwide. Their chal-lenge: come up with new ways to help EMC to help its customers transform the way they compete, save money, reduce risk, and cre-ate value from their information.

In streamed more than 1,400 submissions from 19 countries. In addition to the traditional peer-reviewer idea-selection team composed of EMC Fellows and Distinguished Engineers, the entire EMC community voted on their favorite ideas. Using an EMC|ONE forum, employees cast roughly 23,000 votes. In the end, 30 finalists were selected, and three winning proposals were cho-sen. The winners were delighted to have their ideas singled out for recognition, funded, and incu-bated to determine their ultimate role in EMC’s future portfolio.

1717

Social media at EMC unlocks people such as Dave Spencer in ways that give the company

great value from employees’ insights.

EMC’s Kathrin Winkler helped form the EMC Green Team and was later appointed as EMC Chief Sustainability Officer. 

Dave Spencer was a self-described “stereotypical engineer” who didn’t really interact with others at EMC beyond his immediate workgroup until he was given the opportunity to contribute to EMC|ONE.

We understand how important it is to listen to our employees’ con-cerns and promote a culture of openness and accessibility. We provide many online and offline channels that employees can use to tackle a work-place problem that they’re having with each other, with their manag-ers, or with a policy. And we encourage employees to use them. Whether it’s done in a wide-open medium such as our EMC|ONE internal social network or in a private one-to-one chat with a man-ager, employees can always be assured of a response.

STARTING OFF RIGHTIn a company with a 43,000- person workforce, it’s crucial to foster a culture of trust, responsi-bility, and two-way communica-tion. Many corporations in the past relied on the only model they knew of: a military-style model that operated on rank and rules, leaving little room for discussion. Today, that approach has been more or less supplanted with one that functions through honest two-way communication across all levels of the organization.

It is based on a relationship of trust between employee and manager.

EMC trains both new and seasoned managers to give them the skills they need to sustain a responsible, trusting relationship. We want to ensure that our lead-ers have the right DNA to be effective and develop teams to succeed.

Our EMC University curri-culum includes 35 online or instructor-led courses that focus on management and leadership development. Their emphasis is on the “relationship responsibil-ity” that each person has with colleagues and managers.

LEADERS AT ALL LEVELSWe encourage our people to “lead at every level.” That means also taking an active role to address conflict.

Given EMC’s global scale, our employees are increasingly work-ing with people outside of their organizations and outside of their home regions, and this can open a door to challenges. As part of our ongoing training and develop-ment philosophy, we offer courses and tools for EMCers at all levels. They learn to develop strategies to recognize the source of a conflict, and they gain skills to cope with that conflict effectively.

We ask that managers regularly hold ONE-ON-ONE MEETINGS with their direct reports to make sure that communication remains open and consistent. EMC Executive Administrator Paula Cuddy found that sometimes, solving a conflict is simpler than anticipated.

“I found that when I walked into her office, started the con-

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Chapter LISTENING¥

5c. How EMC employees can address an undesirable workplace situation or resolve conflicts with their managers.

versation with a little humor, then brought the problem that I was having to her attention, it immediately jump-started a posi-tive conversation,” says Paula. “In an atmosphere like ours, it was easy for me to address the situation in a professional, open, honest manner.”

TAKING IT FURTHERWe also encourage our employees to turn to their human resources representatives and senior leaders when they need to address an undesirable workplace situation. If matters involve especially sen-sitive issues, employees can go directly to the General Counsel’s office or EMC Board of Directors.

A CULTURE OF COMMUNICATIONEMC’s annual EMPLOYEE SATIS-

FACTION MEASUREMENT SURVEY (ESMS) is a very important part of our communication philosophy. It offers employees a confidential way to candidly identify work-place concerns they may have.

Administered electronically, the survey is submitted to every-one and is available in 16 lan-guages. Our people make good use of it; the response rate consis-tently exceeds 90 percent. In return, EMC takes action from the findings.

Every manager in the company receives the survey answers that were submitted from his or her workgroup, then, he or she shares those results with the team to gen-erate additional open, honest discussion.

We believe that managers can help improve the working envi-ronment for the people they man-age by listening to the ideas that

their team members offer and by taking action.

Most of EMC’s workgroups operate a permanent ESMS Action Committee composed of individual contributors, managers, and senior leaders. All of the committee members are dedicated to increasing satis-faction by opening up new com-munication forums and changing policies as needed.

19

“I found that when I walked into her office, started the conversation with a little humor,

then brought the problem that I was having to her attention, it immediately

jump-started a positive conversation. In an atmosphere like ours, it was easy

for me to address the situation in a professional, open, honest manner.”

EMC Executive Administrator Paula Cuddy

Paula Cuddy found her own way of communicating with her manager.

ø

6. How EMC shows appreciation and recognition for employees’ good work and extra effort or other achievements.

S U P P O R T I N G C O L L AT E R A L

• EMCCEOJoeTuccitakesthestageatthequarterlymeetingtothankemployees

• EMC’shighesthonor,thePresident’sAward

• Howwethankemployees,byEMCVPToddPavone

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EMC’s employees are the best in their fields, and we know it. We also know what drives them to excellence. It isn’t just a trophy or plaque, or even money. It’s their passion and their free-dom to express and use that passion. It’s the sat-isfaction of working with colleagues who have the same fire in their bellies. It’s the knowledge that the job well done was the job they did.That doesn’t mean we don’t recognize all that they do for the company and our customers. Our expansive recognition pro-grams single-out the things they enjoy: innovating, creating, and exceeding customer expectations.

We have our corporate-level awards, of course, and, from time to time, groups within EMC also establish their own awards to extol qualities they admire. Here’s a selection of EMC awards:

THE JOHN HOWARD COMMON SENSE

AWARD Named for the late John Howard, an EMC Global Marketing employee whose common sense, original thinking, and willingness to buck conven-tion impressed all who knew him during his many years at EMC. This award, given annually, praises employees who possess those same priceless traits.

Christine Fraser, Senior Director of the Americas, won the award in 2009 for being a consummate pro-fessional who mentors, inspires, and encourages a big-picture view.

She said, “This award was completely unexpected, and I was very honored. EMC’s culture is one that really values the indi-vidual. Even at a large company, there is a strong sense that each person’s contributions are signifi-cant. It sets EMC apart. If you do your job to the best of your abil-ity, management expresses appre-ciation and acknowledgement.”

THE INNOVATION SHOWCASE Now in its third year, this contest draws hundreds of ideas from our global workforce. Part of the appeal of this contest is the powerful peer-mentoring that occurs and the global stage that EMC uses to showcase everyone’s ideas (please refer to question 5b). The best part for the winners: They get EMC’s commitment to develop their ideas into products, services, or business processes. This contest also features the “Peer Choice Award,” where EMC employees worldwide vote for the idea they believe has the greatest merit.

THE CORNERSTONE AWARD People care how they’re viewed by their peers, and EMC employees are no exception. This peer-nominated honor goes each year to those who best represent EMC to the 15,000 customers from 120 coun-tries who are members of the EMC Community Network (the online social network for EMC’s customers and partners). The award recognizes the employee whose passion and engagement

Chapter THANKING

are best reflected in the content they contribute and the online discussions they participate in.

THE FRIDAY AWARD This is another peer-generated award. At the close of each week, the external world can find our employees recommending one another on Twitter as a “person to be fol-lowed.” It’s a recognition that the individual’s insights are worth following—not just worth-while to our employees, but also for the larger IT community.

THE PRESIDENT ’S AWARD The President’s Award, EMC’s highest annual honor, recognizes employee teams that have fur-thered EMC’s mission and cor-porate strategy. For example, the 2009 President’s Award recognized the company’s launch of flash-based enterprise storage and went to a team of 22 tech nologists and other employ-ees. Joel Schwartz, Senior Vice

President and General Manager, Common Storage Platform Oper-ations, said of the winners, “It’s not often that a team has the chance to work on something really revolutionary and have to keep it a big secret at the same time. Everyone was truly a key

contributor, making the end result much greater than the sum of each person’s part.”

President’s Award winners are celebrated on stage at one of EMC’s all-hands quarterly meetings, with the ceremony also broadcast to thousands

21

EMC CEO Joe Tucci thanks employees at one of the company’s quarterly all-hands meetings.

Winners of the 2010 President’s Award.

THE JOURNEY TO THEPRIVATE CLOUDSTARTS NOW | EMC WORLD 2010

of their global peers. Each team member receives a $5,000 cash reward, an engraved crystal tro-phy, and a signed and framed per-sonal letter of thanks from CEO Joe Tucci.

THE TOTAL CUSTOMER EXPERIENCE (TCE)

AWARD All EMC employees work with customers in some fashion, and we like to reward those who go the extra mile. That’s why we launched the TCE program that taps into the passion in everyone to excel and to exceed the expec-tations of our customers. The annual TCE Excellence Corporate Award recognizes those who do just that with a crystal trophy and cash awards.

THE CORPORATE R&R PROGRAM Every EMC organization runs a Rewards & Recognition Program providing cash awards between $200 and $2,000 to recognize people who go above and beyond their daily jobs. Sometimes, they offer non-cash rewards that may appeal to the winners even more: things such as tickets for great seats at a sporting event or symphony performance, or even a “night on the town” consisting of dinner at a posh restaurant and limousine service for the whole evening.

SHINING A LIGHTSometimes just seeing your per-sonal or professional achieve-ments recognized is reward enough. At EMC, we constantly shine a light on these individuals with feature stories, such as our “Employee Spotlight” and “Meet the Motivators” series run daily on Channel EMC, our intranet portal. Here’s a small sample:

An EMC HR Representative in Pleasanton, California, was covered for organizing a crew of EMCers who brought $150 worth of groceries to a homeless shelter and served lunch to 60 homeless adults and children. Another employee, based in tiny Horsefly, British Columbia, was recognized for founding a weekly computer class with decommissioned EMC equipment. And a Senior Director of Inside Sales, was spotlighted for bringing groups of teens from his church in San Carlos, California, to impoverished communities in Mexico to build homes.

“EMC’s culture is one that really values the

individual. Even at a large company, there is a strong sense that each

person’s contributions are significant. It sets

EMC apart. If you do your job to the

best of your ability, management expresses

appreciation and acknowledgement.”

Christine Fraser, Senior Director of the Americas

22

Keren Pavese, an EMC employee recognized with an “Employee Spotlight” article on the  EMC intranet, Channel EMC.

How do we help our employees discover talents, challenge themselves, and grow professionally and personally? We start by hiring the right people. Our culture is an interconnected fabric made of vibrant, forward-moving, knowledge-thirsty people.

The pace of our workplace is such that every day brings new chal-lenges, goals, peers, partners, and customers. For the right type of person, our hyper-growth climate seems like an intellectual playpen filled with programs, training, and development tools to grow and thrive at EMC for the long term. Our focus is to keep up with the intellectual thirsts and demands of our highly motivated work-force. Our training and develop-ment strategy includes:

ON-THE-JOB TEAMING AND PROBLEM SOLVING We encourage real-time, on-the-job problem-solving and collabo-ration. Our workforce is filled with IT industry experts who mentor one another daily. As they learn from a new problem that they’ve solved or a new challenge posed to them by a customer or prompted by an industry shift, they’re transferring that knowl-edge among one another in real time. This transfer can happen through traditional means, such

as staff meetings, e-mail, or instant messaging—or, increasingly, via social media channels such as blogging, tweeting, and wikis.

“I’ve been learning a lot here,” says hardware engineer Jose Medina. “I’m surrounded by people who are experts and who want to help me become one too. But EMC also inspires me to take courses and become an expert at something—whatever it is I want to do.”

SHARING INTELLECTUAL WEALTHMany of our employees go on to share their expertise and best practices by writing books. In the past year, more than 160 employees have become published authors. Their books have included a definitive technical textbook on IT written by 40 EMCers called Information Storage and Management, a book written by an engineer about the process of innovation entitled Innovate With Influence, a book on working mother hood co-authored by 96 EMC working mothers, and an e-book on top strategies for land-ing a job in today’s tough job mar-ket written by 10 EMC recruiters.

TOP-SHELF TRAINING AND DEVELOPMENT PROGRAMSIn 2009, EMC UNIVERSITY (EMC’s workforce training and develop-ment organization) was honored when, for the third consecutive year, it placed among the top five on Training magazine’s prestigious list of 125 companies with leading employer-sponsored workforce training and development pro-grams. This marked our sixth consecutive year as one of the world’s premier companies on

23

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7. How EMC helps employees discover and develop their talents, challenge themselves professionally, manage their careers, and enhance their personal growth.

S U P P O R T I N G C O L L AT E R A L

• AperspectiveondevelopmentatEMC,bythreeemployees

• HowEMChelpsemployeesdeveloptheircareers,byEMCemployeeBaliKuchipudi

Chapter DEVELOPING

the magazine’s Top 125 list, thereby elevating us to an emeritus-level winner.

Through EMC University, our employees tap into a course cata-log of hundreds of customized, in-classroom or online professional development and training pro-grams—both technical, soft skill, and organization-specific.

CREATIVE PRACTICES IN MANAGEMENT AND HROur managers take their jobs seri-ously. In the past year, 84 percent of our managers, nearly 4,000 people globally, have taken at least one EMC University course to help them improve their man-agement and leadership skills. Leading publications such as Human Resources Executive have recognized our HR leaders for being tops in their field.

To support EMC senior leaders, these HR teams design and apply cutting-edge practices for talent management, succession planning, development planning, horizontal development, and more.

Carol Macura, while working as HR Business Partner to EMC’s Finance organization, designed one of these programs, an internal career fair called “PATHWAYS” to spotlight the facets of EMC Finance. All employees were invited to attend. For Michael Perette, EMC Commodity Spe-cialist, Pathways was invaluable. “With the support of my manager, I attended Pathways to build my professional contacts and learn about other areas of the business. I was able to get organizational overviews and gain an under-standing of growth opportunities

in multiple areas within EMC Finance,” he says.

At Pathways, Michael con-nected with a manager in EMC’s Procurement organization who then met with him the following week to explore opportunities. Michael was thrilled leaving the event, and today he is a proud member of EMC’s Procurement organization.

JOB ROTATION: THE EMC BUFFETAt EMC, we’re committed to nurturing talent from within our ranks by offering job rotations— a “buffet” of roles and functions that employees can taste for themselves.

Seven of our organizations now have eight- to 36-month ROTATIONAL PROGRAMS for new college hires. Employees who partake in these job rotational programs learn specific functions while becoming familiar with the “upstream” and “downstream” organizations that rely on them.

“The value of a rotational program doesn’t only involve experiencing different areas of the business; the value also comes in the form of working with so many different people. With each rota-tion, your network grows larger, helping you become more produc-tive and more successful with each role you take,” says Mark Zurlo, Associate, EMC Marketing Lead-ership Development Program.

SHOW ME THE FEEDBACKHow do we know our develop-ment efforts are getting the job done for our people? Because we ask. Our ORGANIZATION AND TALENT

REVIEW (OTR) team works with managers on a 12- to 18-month

business strategy. The OTR team helps the managers know what their people need to know in order to get ahead.

Additionally, our employees, in a yearly survey, tell us how well we’re doing with our leadership and development efforts and where we can improve.

24

“I’m surrounded by people who are experts and who want to help me become one, too.”

Hardware Engineer Jose Medina

Amazon.com is just one place students can  find EMC’s definitive technical textbook, Information Storage and Management. 

Jose Medina

EMC’s workforce is filled with industry experts who mentor one another daily. 

We understand that the work our employees do for EMC is only a part of who they are and what they care about. We know that demands placed on them at work and outside of work can at times affect their sat-isfaction, performance, and success on the job. With that in mind, we give our employees who are looking for a better balance between work and life a number of options.

WORKWISE, A POPULAR OPTIONNowhere is it written that an employee must be in the office to be passionate, committed, and suc-cessful at meeting and exceeding goals. So, we’ve made a variety of flexible work schedules part and parcel of our internal organiza-tions and business functions. One of them is the WORKWISE PROGRAM. It offers employees flexible, remote work arrangements, including working certain days from home or becoming fully remote.

For Jeff Cormier, an Operations Analyst for EMC Global Shared Services, it’s all about geography. Jeff’s home is 55 minutes away from his office, and his job work-ing with databases doesn’t require face-to-face meetings. He’s taking advantage of EMC’s WorkWise program by working from home three days a week.

“Working off-site cuts down on the stress of the commute and allows me to use those two unproductive commuting hours to do something more beneficial,” Jeff explains.

Tina Beauchemin, an EMC Senior Credit Analyst, skips her 25-minute commute and works from her home on most Wednes-days. She actually feels she’s more productive at home, and she has the flexibility to dash out to her two sons’ school activities without disrupting her workday.

“It’s wonderful for me. I get so much more done from home because I’m already at work with-out leaving the house,” she says.

Anther flexible work option is EMC’s “9 and 1” program, which enables participating employees to complete 80 hours of their work responsibilities in nine rather than 10 days over a two-week period. That translates into nine 10-hour days every two weeks, with one of them being a weekday off.

In today’s modern workplace, many of us are pressed for time, making it difficult to manage per-sonal and professional responsi-bilities. To help make life easier for our employees at work and at home, we offer LIFECARE.COM, a free benefit that provides information and referrals on issues including home improvement; cleaning, moving and relocation; parenting; education; financial aid; health and wellness; event planning; and legal assistance.

BACK-UP CARE ADVANTAGE PROGRAMEven the best-laid plans can go awry when it comes to child,

“

8a. Distinctive ways EMC helps employees balance their work lives with their personal and family lives.

S U P P O R T I N G C O L L AT E R A L

• EMCWealthLink,aninnovativeapproachtofinancialplanning

• EMCChildren’sDay

25

Chapter CARING

adult, and elder care arrange-ments. To assist employees when such arrangements fall through, we provide the NATIONAL BACK-UP

CARE ADVANTAGE PROGRAM through Bright Horizons. It offers:

CENTER-BASED BACKUP CHILD CARE which gives employees a range of quality child-care centers to choose from when their own arrangements aren’t available.

IN-HOME, MILDLY ILL BACKUP CHILD

CARE which provides credentialed, in-home backup care when regu-lar arrangements aren’t available because the child has a common short-term illness or symptoms of an illness.

IN-HOME ADULT AND ELDER CARE which provides in-home help when an adult or elder relative requires homemaker or compan-ion services. This help can include lending a hand with household tasks such as cooking, shopping, and laundry, to offering personal care such as dressing and bathing.

“My husband and I have two kids, and we both work, so we ordinarily take them to a woman who provides daycare in her home. However, sometimes she’ll go on vacation or take a sick day at a very inopportune time. When that happens, I’ve got EMC’s backup daycare benefit to fall back on. It has been a lifesaver for us,” says Jennifer Oliveira, Manager, EMC IT Business Consulting.

HIGH-TECH AND HIGH-TOUCH BENEFITS TO MAINTAIN HEALTH AND WELL-BEING At EMC, we work very hard to provide ways for our employees to maintain their health and well-being. For eight years, we’ve been

promoting a strategy called “Driving Partnership in Health.” It encompasses many high-touch programs, health-management tools and technologies, and employee education and benefit programs. These programs help our employees and their family members make the best decisions about their health. Elements include:

HEALTHLINK Designed and man-aged with WebMD, HealthLink is an online personal health man-ager that gives our employees and their families tools and resources to manage all aspects of their health effectively, including tar-geted health messaging and health alerts.

PERSONAL HEALTH RECORD (PHR) In 2004, EMC became the first employer in the world to sponsor an electronic PHR for its people. The PHR is automatically popu-lated with medical information such as diagnoses, dates of health-care service, prescriptions, and lab results.

SMARTBEAT EMC was the first employer to pilot this program managed by the Partners Health-Care Center for Connected Health. SmartBeat is a six-month

clinical trial of a remote patient monitoring program incorporat-ing a wireless blood pressure cuff and communicator with an Inter-net-based feedback system to help people with high blood pressure self-manage it.

HEALTH MANAGEMENT PROGRAMS

Throughout each year, EMC sponsors and holds dozens of onsite health management semi-nars, webinars, and support group sessions that target the specific needs and interests of our employees and their family members.

PLANNING FOR THE GOLDEN YEARS These days, planning for retire-ment has taken on a new impor-tance. Our employees are trying to be proactive in making sure they’ll be financially ready for major events such as buying a home, sending a child to college, and retirement.

To help jumpstart their plan-ning, EMC has teamed with Fidelity Investments’ Consulting Services group to provide WEALTH-

LINK “financial prioritization” tools. These tools empower our people to chart their own course. WealthLink, the first online plat-form of its kind in the employee

26

HealthLink is an online personal health manager that gives EMC employees and their families tools and resources to manage their health.

benefits industry, is loaded with customized financial information, interactive tools, and educational resources. WealthLink helps employees boost their financial lit-eracy and dispel uncertainty.

FITNESS MADE EASYEMC’s large offices in the U.S. offer onsite gyms; fitness trainers; fitness classes; and employee ath-letic clubs for walking, running, tennis, softball, hockey, soccer, and more. In our headquarters building, we have Finnish-style sauna rooms and an Olympic-sized swimming pool.

We also launched a nationwide “Greatest Loser” contest, which encouraged teams in EMC loca-tions across the U.S. to out-do each other in categories such as “total weight loss” and “total push-ups pumped” over a 13-week span. Participants met with a trainer twice a week as a team and received nutritional education and peer support to meet their personal health goals.

This year, a four-person team in Franklin, Massachusetts, won the gold. One member of that team lost more than 50 pounds during the 13-week session, thanks in part to inspiration, peer mentoring, and the training received from an equally determined fitness pro on staff at EMC.

OTHER SERVICES We offer our employees discounts on autos, cell phones and cell ser-vice contracts, entertainment, real estate, retail items and services, and personal travel. Our other offerings include adoption assis-tance, onsite daycare, onsite dry cleaning, onsite financial planning

(seminars and one-on-one ses-sions), onsite massage therapy (at certain locations), onsite UBS stock option representatives, legal planning for a myriad of personal legal issues, and employee assis-tance program behavioral health counselors.

“I’ve got EMC’s backup daycare benefit to fall back on. It has been a lifesaver for us.”

Jennifer Oliveira, Manager, EMC IT Business Consulting

WealthLink, the first online platform of its kind, is loaded with customized financial information and tools that help employees plan for the future. 

Jennifer Oliveira takes advantage of EMC’s  great backup daycare.

EMCers regularly participate in employee athletic clubs for walking, running, volleyball, and more. 

27

We value the welfare of each of our employees. What affects one of us affects all of us. During good or difficult times, our people need us. And we make a tremen-dous effort to come through for each other as a corporate entity—and as a family of colleagues.

MOBILIZING TO HELPDespite a deep fear that her plea would go completely unnoticed, in May 2009, Stacey Morales, a friend of EMC employee Nick Glasgow, reached out with an urgent request to Jack Mollen, EVP, Human Resources.

Nick had been diagnosed with leukemia. Two rounds of chemo-therapy and various infusions failed to put him into remission. His only hope for survival was a bone marrow transplant, Stacey told Jack. Locating a match would prove nearly impossible; Nick’s 25 percent Japanese and 75 percent Caucasian ethnicity diminished the odds to what his medical team labeled as “one in a million.”

But that single e-mail triggered a global crusade to save Nick’s life. Within hours, Mark Fredrick-son, VP of Marketing Strategy & Communications, put the word out to all 43,000 employees via e-mail. Mark’s message urged everyone to volunteer for testing as a possible match.

Hundreds of employees around the world immediately volunteered for the testing. Dave Farmer, Director of Corporate Public Relations, was among them, and he was one of many people to dedicate many hours raising awareness for the cause. “It was one of those truly profound moments when, in a blink, every-thing instantly reprioritized. One e-mail sparked a 24x7 cam-paign capturing what the global EMC community is all about,” recalls Dave.

That first day, Dave and Mark dropped everything to set up “The Race to Save Nick Glasgow” blog, feeding it nearly daily and generating a remarkable 6,000 page views in a few short weeks. Our blogger corps appealed to their followers, too, triggering a subsequent flurry of activity on Facebook and Twitter. The multi-plier effect took over. The Associ-ated Press, local broadcast outlets, and numerous special-interest publications began actively track-ing Nick’s story.

Our employees organized dozens of donor drives on Nick’s behalf, as did our business part-ners and even our competitors. Hundreds of potential donors stepped forward to be tested. We used our stage at our annual EMC World conference in Orlando to host a testing drive and promoted it to the thousands of customer attendees there. Across the globe, we also sponsored local drives, opening up the drives to the pub-lic. The Asian American Donor Program, which worked along- side the National Marrow Donor Program to locate a match, told us they had never seen a response

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8b. How EMC supports employees at times of significant life events— a personal crisis, family illness, birth, marriage, etc.

S U P P O R T I N G C O L L AT E R A L

• RememberingEMCemployeeNickGlasgow,byEMCVPMarkFredrickson

Chapter CARING

this global and this widespread, prompting them to fulfill requests for an unprecedented 200 test kits per day.

Despite insurmountable odds, in June 2009, two perfect donor matches were found, setting off what Dave described as “a global wave of disbelief and pure ela-tion.” Two months later, after a successful transplant, Nick’s doc-tors declared him cancer free. However, despite heroic efforts by Nick and his doctors, the cancer returned just a few weeks afterward. On October 7, 2009, Nick passed away at home.

Nick’s passing dealt an extra-ordinary blow to his inner circle of family, friends, and coworkers. It weighed heavily on thousands of EMCers who felt personally connected. In the end, our EMC family did what it does; it rushed to support its own. Nick’s life ended far too soon. “But he lives through those he touched. He lives through the wave of new life-saving donors eager to embrace the next Nick Glasgow,” says Dave.

While the campaign for Nick was a spontaneous outpouring of support, programs are embed-ded in our workplace culture to provide structured support as well, including unique programs aimed at helping employees and family members deal with serious health conditions and stressful life issues.

AUTISM SUPPORT GROUP AND AUTISM HEALTH BENEFITNearly five years ago, one of our employee health benefits manag-ers, Lauri Tenney, created one such program when she floated a

“trial balloon” to gauge EMCers’ interest in an autism support group at EMC. Little did she know that her own child would become a beneficiary.

Back then, there was no autism health benefit at EMC, but Lauri’s inquiries to fellow EMCers did reveal the need for assistance for employees with autistic children.

To meet that need, we coordi-nated with Autism Alliance MetroWest for monthly autism support meetings that employees also dial-in to from anywhere in the United States. It was through coordinating and attending these meetings that Lauri realized her own son may have autism. A visit to a specialist did establish that her child had Asperger syndrome, an autism spectrum disorder.

The support group helped lay the groundwork for our Autism Health Benefit, which is now in its second year at EMC. The benefit provides up to $5,000 annually per autistic child up to the age of 12 years, with a lifetime cap of $30,000.

“Because of the benefit, we were able to enroll our son in a group that helps with his social skills. We’re so fortunate. No other parents in the group had this. EMC was really an early adopter of this kind of benefit,” says Lauri.

AT-HOME EMPLOYEE ASSISTANCE PROGRAMWe are prepared to assist our employees actively whenever a cri-sis may arise. Our family-oriented culture and rich benefits packages help to alleviate some of the anxi-ety and pain surrounding a death in the family or other life crisis.

In the unfortunate event of an employee death, we ensure the continuation of pay for the employee’s spouse/family for six months. In addition, we provide personal, in-person assistance to the spouse and family to help them navigate and understand their benefits. We also make a $10,000 donation per child to the child’s 529 college fund plan.

AWARD-WINNING HEALTH BENEFITSAs mentioned in essay 8a, our “Driving Partnership in Health” strategy embodies our vision for a workplace that enables our peo-ple to live healthy and balanced lives. Among the health benefits empowering employees to be bet-ter stewards of their health is our Personal Health Record, available to all of our employees and their families.

Laura Burns, Manager, Benefits Communications, began using the system to keep health records for her children to track where they were in relation to other chil-dren. When she noticed that her two-year-old daughter was having a reaction to peanut butter, she put that in her child’s record. Six months later, when she noticed her daughter’s skin color looked “off” despite an absence of pea-nuts in her diet, Laura went to an allergist.

“It turns out she was allergic to everything under the sun, and I had to keep track of everything! It’s very important to her health that these records are updated with new notations. If I’ve got to go to a pediatrician or an allergist or a dermatologist, the records are all in one place, and

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I can give them access or not,” says Laura.

EMC AND BEST DOCTORSBest Doctors was started by doctors from Harvard Medical School more than 20 years ago. It partners with EMC to give employees and their family mem-bers who are facing serious medi-cal conditions access to the most respected medical experts in their fields. When an employee is diag-nosed with a life-threatening con-dition, getting a second opinion from a respected source goes a long way to ease the mind.

For Anthony Torsiello, an EMC Global Services Manager who was troubled by his wife’s diagnosis, the service was invaluable.

“Best Doctors gave us the names of three different special- ists in our area; setting up the

appointment calmed our con- cerns about the issue. Without Best Doctors, it would have taken a lot longer to find the right doctor. The recommended specialist we chose was definitely the right choice,” says Anthony.

LIVING HEALTHYWhen managing a health condi-tion, employees can also choose to be part of our voluntary, confiden-tial, free LiveHealthy Program, which provides access to trained health and wellness professionals including nurses, nutritionists, behavioral health clinicians, doc-tors, and pharmacists. The key to this program is empowerment: Our employees and their family members manage their medical conditions to remain healthy and live as active a life as possible. The program encompasses all aspects

of the person’s health, including medical, dental, and vision.

OUR NEWEST INSPIRATION—INSPIRE.COMA free and secure online commu-nity, Inspire.com lets employees connect with others who share their health interests or need to find information or advice in groups sponsored by reputable organizations. Community topics include weight loss, infertility, arthritis, cancer, rare diseases, and coping strategies. Whether our people want to chat or just read, post a personal profile (or not), read the journals of others who are on their own medical journeys, or just make friends, this commu-nity is a valuable tool. Users have complete control of their privacy options; they’re free to interact in a secure environment.

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As part of the race to find a bone marrow donor for EMC employee Nick Glasgow, employees posted banners  on Twitter to raise awareness. 

Inspire.com lets employees connect with others who share their health interests or need to find information or advice in groups sponsored by reputable organizations.

EMC employee Laura Burns and her family.

Diverse perspectives drive innovation, and that brings success. Inside EMC, we’re transforming our com-pany, doing everything we can to be truly global by cultivating a workforce that repre-sents all the markets in which we work and live.We are making great progress. We were an early adopter of a lesbian, gay, bisexual, and trans-gender affinity circle program and a veterans affinity circle. Our 10-year-old EMC Women’s Lead-ership Forum boasts a worldwide membership measuring in the thousands, with especially active branches in Ireland and India.

Outside experts are praising our approach. Douglas Freeman, CEO of Virtcom Consulting and Founder of the World Diversity Leadership Summit, says, “Vision-ary companies that look decades ahead understand that a commit-ment to inclusion and diversity is the key to building a fully engaged, best-in-class workforce and unlocking local markets in every corner of the globe. EMC exemplifies the best of them.”

From the top of our business down, and from the bottom up, we’re reinforcing the value of inclusion and encouraging every-one to uphold a fully inclusive environment. Our strategy is three-pronged, encompassing executive accountability, talent management, and global expansion.

Our executives get actively involved in executing our diver-sity strategy and supporting our longer-term goal of globalizing inclusion into all of our operating regions. Executives receive key diversity metrics twice a year for evaluation and subsequent use in developing new diversity-centric strategies and action plans.

Our investment in finding and assisting diverse high-potential employees is in full swing. We offer mentoring and coaching programs, and we support retention, develop-ment, and promotion. Members of our Office of Global Workforce Inclusion use the EMC Organiza-tion and Talent Review process to identify and develop these high-potential employees who reflect diverse backgrounds. The Global Workforce Inclusion team also develops succession plans to ensure that we will have diverse leadership in the years ahead.

Our recruiting strategy supports our efforts to boost diversity today and develop a richly inclusive pipeline of employees tomorrow. For exam-ple, we offer summer internship programs in association with the United Negro College Fund and the National Action Council for Minorities in Engineering.

EMPLOYEE NETWORKSAt the grassroots level, our employee AFFINITY CIRCLES (groups led by our employees and sup-ported/funded by our leadership team) promote diversity’s bene-fits. These circles have proven vitally important in helping our employees of diverse backgrounds feel truly confident that they are welcomed and valued. Circle

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8c. EMC’s programs for promoting diversity and inclusion.

S U P P O R T I N G C O L L AT E R A L

• GlobalExposure:DiversityDayatEMC

• DiversityandinclusionatEMCfromanemployee’sperspective

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Chapter CARING

members urge employees to share their personal experiences; lever-age their collective talents; and take advantage of EMC’s career development, retention, and pro-ductivity tools.

In 2000, we launched The Women’s Leadership Forum (WLF) to enable EMC women to meet, network, and develop their careers. Today, we have nine employee affinity circles, all of them quite active, with more than 4,000 employees participating overall. They are:• The Asian Circle• The Black Employee Affinity

Group• The EMC LGBT (Lesbian,

Gay, Bisexual, Transgender) Advocates

• The Latin Leadership Interest Team

• The Indian Subcontinent Employee Circle

• The Women’s Leadership Forum

• MultiGen (helping EMC’s four-generation workforce work effectively)

• The Veterans’ Circle• The EMC Disability Employee

Resource GroupEach affinity circle has its own

executive sponsor who supports members in their career develop-ment and in the inclusion projects they undertake. The groups fre-quently sponsor educational and cultural events to promote the value of diversity.

We do everything we can to help employees become daily practitioners of the EMC inclu-sion philosophy. Our Essential Curriculum includes diversity and inclusion courses that teach people good ways to foster a welcoming environment. These courses are essential to promoting inclusion and making sure all employees know they are a crucial part of our business.

EXPANDING THE INITIATIVE IN THE COMMUNITYWe are involved with (and recog-nized by) the greater community for our diversity efforts. Our outreach takes the form of

strategic sponsorships; investment in time, people, and resources; and participation on boards of directors.

Our activities include serving as premier-level sponsor of wom-en’s conferences in Asia, Europe, and North America that are run by institutions such as Simmons College and organizations such as Working Mother Media. In June 2009, for instance, we were the Vision Sponsor for the Advance-ment of Women Global Confer-ence in Bangalore, India. That event, sponsored by the publisher of Working Mother magazine, gath-ered female executives and busi-ness leaders from around the world to share insights, experi-ences, and best practices.

Additionally, we are in our fifth year participating in The Partner-ship, Inc., a Boston-based devel-opment program devoted to developing future leaders of color. So far, three classes from EMC have completed their fellowships there, returning to us as highly skilled leaders.

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EMC CFO David Goulden with members of EMC’s  Asian Circle, kicking off the EMC Iomega Cup Ping-Pong Tournament.

EMC employees at the Advancement of Women Global Conference in Bangalore, India. EMC sponsored the event.

Inclusion by the numbers: more than 4,000 employees are active members of EMC’s affinity circles.

EMC Vice Chairman Bill Teuber, with members of EMC’s Women’s Leadership Forum and  other EMC women who opted to attend at the Simmons School of Management Women’s Conference in Boston.

Hardly a day goes by when we aren’t celebrating something at EMC. Celebration is part of our culture. We team up, work with passion, set lofty goals, exceed them— and then celebrate our accomplishments.

Because success here comes from the bottom up as well as the top down, our celebrations happen in the same way. They may be impromptu, in the form of a high-five in the hallway, personal notes of recognition, or a new idea for a fun event. They may be bigger, in the form of luncheons hosted by team managers for a job well done or even huge, global celebrations. Here are some of the ways we appreciate our people and have fun with each other across func-tions, teams, and time zones.

EMC CHILDREN’S DAY Last year, a group of employees decided it was time to reinstate EMC’s “Bring Your Children to Work Day” at our headquarters in Hopkinton, Massachusetts. They formed a committee, creatively gathered funding and employee volunteers, and pulled off a full-day event that drew hundreds of employees, spouses, and their kids. The day was highlighted by demonstrations courtesy of Bos-ton Aquarium staffers; visits from the Boston Red Sox mascot Wally the Green Monster and his pal Superman, who both posed for many photos with the children;

two moonwalk-bouncy houses; piñatas; track and field relays; face painting; and crafts.

Four-year-old Oscar Pearson, son of EMC employee Polly Pearson, declared at the end of the day, “Mom! That was the best day EVER!” right before he fell sound asleep on the car ride home.

THE BIG THREE-OHEMC turned 30 in 2009, and we all marked it with a year-long, company-wide celebration. The theme of the anniversary, “Inno-vation, Passion, and Success,” summed up not only why our company has been fortunate enough to grow and prosper for three decades, but also why we remain at the top of our industry now. Of our string of events held worldwide over the course of last year, the biggest one was the major celebration at our EMC Employee Quarterly Meeting in late October.

Another part of the celebration, our 30 Rock Rally, invited musi-cally talented employees to create and post their own anniversary-themed videos on YouTube and on our EMC|ONE internal social network.

One employee band, RUN EMC, wrote, performed, recorded, and filmed a song called “EMC30.” Band member Ken Steinhardt is the song’s composer. “I think we’re typical of folks at EMC,” he says. “There’s a tremen-dous amount of talent here.”

Additional celebratory projects included the digital “tapestry” mosaic entitled A Portrait of EMC at 30. It is a 100-square-foot mural composed of thousands of tiny

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9. How EMC encourages fun and camaraderie among our employees.

S U P P O R T I N G C O L L AT E R A L

• CelebratingEMC’s30thAnniversary

• RunEMCperformstheiroriginalsong,“EMC30”

• SummerSocialsatEMC

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Chapter CELEBRATING

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photographs of employees around the world, at work and having fun. The mural now hangs in EMC’s headquarters.

EMC PING-PONG TOURNAMENT— A SMASHING SUCCESS Last autumn, for six weeks, we held the inaugural EMC Iomega Cup Ping-Pong Tournament, which is named after our EMC Iomega line of consumer and small-business storage and data networking products.

We designed the event for 60 players, but within a week, the roster had expanded to include 82 players. During 42 days and six rounds of elimination, those play-ers competed, bonded, and relived the day’s “battles” after work.

The tournament culminated in a four-set thriller played before a large crowd. It’s no surprise that requests poured in from EMC’s

offices globally asking that the tournament be repeated and expanded next year.

CHINESE NEW YEARMajor holidays rarely go by uncelebrated. For the Chinese New Year, our Asian Circle employee affinity group led a festive celebration for the whole EMC community, inviting every-one to enjoy luncheons and to participate in other traditional elements of the Lunar Year celebration.

At EMC’s South Asia Develop-ment Lab in Singapore, employ-ees celebrated with a huge buffet lunch. “It’s important that during the Chinese New Year, families gather for reunion dinners,” one employee enjoying the event explained. “Because EMC is like a big family to all of us here, we have this meal together.”

Capping the festivities was a performance back at headquarters by a group of Chinese girls who performed a traditional “washing dance,” an expressive interpreta-tion of what is normally the mun-dane task of washing clothes.

WHO NEEDS A REASON?Sometimes, we celebrate just because we can. For example, we organized a “Weekend with a Ferrari” raffle for our worldwide workforce. More than 2,500 people signed up to get free raffle tickets. One of the lucky winners was Harry Burnette, a technology consultant based in our Duluth, Georgia, office. “I never win anything,” Harry said when he learned he had won. “What a great way to start the day!”

We think every day should start, and end, with a celebration.

Members of the EMC Latin America Channel team at their 2009 Kick-off meeting in Sao Paulo, Brazil.

EMC’s annual Bring Your Children to Work Day  is highlighted by visits from sports team mascots, superheroes, and our own mascot, EMC Celerra Man.

Four-year old Oscar Pearson, son of EMC employee Polly Pearson, tries his luck with a piñata at EMC Children’s Day. 

For the Chinese New Year, EMC’s Asian Circle employee affinity group  led a festive celebration for the whole EMC community.

On YouTube: Listen to two of our employee bands’ EMC 30th anniversary celebration songs.

“EMC30” www.youtube.com/watch?v=ImD0B3_kSgQ

“30 YEARS STRONG” (ACOUSTIC)

www.youtube.com/watch?v=D6l5fVYX8T0

Employees sign the 30th Anniversary banner at EMC’s company-wide celebration.

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We try our best to adhere to compensation practices that promote fairness and a sense of equity among our employees. We tie these compensation practices to our passion-based performance culture: We want our people to know that they will profit from our success and from their own time and energy investments, and that they have chances to directly sup-port the strategies that we, as a business, com-municate to Wall Street.

ONE FOR ALL AND ALL FOR ONE The recession forced us to drive-down costs and get leaner while still making strategic investments that would give us muscle to be ready for a recovery and rebound in IT spending.

We reached out to our employ-ees for cost-saving ideas. They didn’t let us down. Our people, across all geographic regions and professional levels, offered a flood of suggestions—hundreds of them. The theme resonating in the hall-ways was, “Let’s do whatever it takes to serve our customers to the best of our ability while pre-serving our own jobs.”

Employees in the EMC Cost Transformation Program office pursued many of the suggestions that were focused on reducing

what we called “non-people costs.” Their work ultimately helped preserve many jobs across EMC.

Again guided by suggestions from employees, we also made several tough calls. What set those cost-reduction moves apart, however, was the “offset” we made corresponding to each temporary sacrifice.

THE COST REDUCTION

THE OFFSET

TEMPORARY FIVE PERCENT PAY REDUCTION

AN EXTRA WEEK OF VACATION TIME

TEMPORARY 401(K) MATCH SUSPENSION

SPECIAL RESTRICTED STOCK GRANT

Our plan was to institute a temporary base-pay reduction of five percent. Chairman and CEO Joe Tucci and his senior staff took higher-percentage pay cuts.

Many countries prohibit companies from mandating that their employees accept pay cuts; employers can only ask them to volunteer to accept reduced wages. Remarkably, in our case, well over 85 percent of interna-tional employees did just that, stepping forward to help pre- serve colleagues’ jobs. It was a poignant indication that our peo-ple believed this cost-reduction effort was fair.

The overwhelming response by the EMC community worldwide inspired Joe to send a letter to all the employees on May 15, 2009.

Everyone’s salary levels were restored on January 1, 2010. Earlier, the leadership team had given everyone affected by the cut an extra 40 hours of paid time-off

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10a. How EMC promotes a sense of fairness within our organization, in particular, methods for compensating employees, focusing on approaches that employees are likely to consider unique or special.

Chapter SHARING

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To: EMC AllDate: May 15, 2009Subject: One for All and All for One

Every once in a while, companies and individuals experience a “defining moment,” an experience that changes the way they think and opens their eyes to new possibilities. I believe that EMC has experi-enced a defining moment in which our global community came together as one for the good of EMC.

From every corner of the global EMC community, I’ve been hearing expressions of caring about our colleagues and affirmations that our temporary global reduction in pay was the right action to take during this global downturn. It is so uplifting to see the passionate concern we have for one another. Here is just a small sample of representative comments I’ve received so far:

• “For my part, this sacrifice is a small price to pay if you will indeed be saving over 2,000 jobs for fellow EMC employees.”

• “My thanks for choosing shared sacrifice over loss of jobs. I believe this is the progressive and absolute right thing to do.”

• “If by taking a temporary pay hit, it helps save another’s job, then it’s well worth it!”

• “I am so proud and honored to be a part of a company taking such creative and people-positive measures to get through this difficult economic time.”

• “I would like to voice my appreciation on the decision to preserve the jobs at EMC.”

• “We would all gladly take pay cuts higher than 5% than see our peers lose their jobs and put their families in jeopardy.”

• “No one wants to take a pay cut, but by spreading the burden across all employees, it is made clear that we are all in this together, through thick and thin.”

We are all in this together. That’s the very essence of our character and our culture. In more than 35 of the 60-plus countries in which EMC operates, local laws mandate that pay reductions be entirely voluntary. Yet the overwhelming majority (more than 85%) of our people in these countries made a decision to support our global cost-reduction effort. This very high percentage of volunteer partici-pants is rarely, if ever, achieved by other companies that have undertaken similar initiatives. That tells you how different we are from most companies. Our people understand that “we” supersedes “me.” They feel responsible for supporting and helping each other.

I am truly moved by all of these expressions of caring and selflessness, of putting our global team and our shared goals ahead of our individual needs. I believe we will remember this defining expression of unity and selflessness, coupled with our belief in our company and our customer mission, for a long time to come. It’s a powerful reminder of how strong we are when we come together as “One EMC.” We should internalize this defining moment and apply what we’ve learned. By practicing unselfish team play and by helping our colleagues be successful, we are transforming EMC into an unstoppable force for success and providing further confirmation for everyone that EMC will emerge from this downturn well positioned to thrive.

On behalf of our entire community, I am deeply grateful to all of you around the world for putting EMC and your colleagues first.

Joe

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to say thanks for the sacrifice and for the great response to the shared need.

Salaries weren’t the only thing affected. EMC also had to tempo-rarily suspend the company’s match to the U.S. 401(k) Savings Plan and to the Canadian Deferred Profit Sharing Plan.

It wasn’t an easy measure to implement. The market meltdown had already hurt employees’ defined contribution plans. To make the sacrifice a bit easier on the employees who participated during this contribution period, we instead gave them a grant of restricted EMC stock units with a value of up to a $3,000. It was equivalent to the $750 maximum match per quarter. This grant will vest over two years.

The extra 40 vacation hours and the stock unit grants were, we believe, a far preferable alter-native to the many harsh moves that so many other organizations were forced to make last year.

In normal times, we have sev-eral nice compensation practices in place, including:

MANAGEMENT BY OBJECTIVE Individ-ual achievement deserves reward. Our Management by Objective (MBO) bonus program pays employees for the special efforts they accomplish above and beyond their normal responsibili-ties. More than half of our people participate in this program. In making these awards, we look at individual quarterly goals that the employee has met as well as company or business-unit perfor-mance targets achieved.

This MBO program is like fuel for our passion-based, high-

performance culture. It helps people understand what is expected of them and of their groups every quarter of the year. Additionally, a person’s goals in a given quarter always must include one professional development objective, reflecting our learning culture. And the goals of execu-tives always carry a revenue and or cost-oriented objective to ensure our actions as employees align with the expectations of our shareholder owners.

STOCK OPTIONS Equity awards are another important type of com-pensation at EMC. Not only are they closely linked with perfor-mance, but, we believe, they also encourage people to stay at the company. We continue to make every employee eligible for stock option grants; in other words, they are not a perk limited to senior-level people.

401(K) SAVINGS PLAN Our employees can choose to donate up to 50 per-cent of their eligible compensa-tion (up to the IRS dollar limit) to EMC’s 401(k) Savings Plan. Newly hired people are automati-cally enrolled in the program 45 days after their start date, with contributions equal to 3 percent of their eligible compensation deferred from their paycheck and deposited into their 401(k) account. We do this because we care about our employees’ overall financial health. This automatic enrollment feature helps all of us get started saving for our future.

This year, we are resuming the temporarily suspended six per-cent match program. Tradition-ally, EMC has matched employee

contributions up to six percent of eligible biweekly compensation for each pay period (up to $750 per calendar quarter). Given the pace of work at EMC, we strive to make it easier for people to manage their money and make informed decisions. We frequently hold free workshops about 401(k) investment options, and we pro-vide web links to archived web-casts so that people can experience the workshop at their convenience.

EMPLOYEE STOCK PURCHASE PLAN Our people can purchase shares of EMC common stock at a dis-count—85 percent of the ending price for each six-month option period. After employees complete three continuous months of employment, they can begin spending 2–15 percent of their eligible compensation on an after-tax basis—or up to $7,500 per six-month period—to pur-chase up to 750 shares of EMC common stock.

TUITION ASSISTANCE This is a benefit offering what some of our people value most: continuing education and skill development. The tui- tion assistance program gives employees up to $5,250 a year for undergraduate courses and up to $10,000 a year to help them pay for graduate-level courses.

Across EMC, we know our success extends beyond our financial bottom line. It also is defined by the kind of world we help to create and live in, and ultimately that we leave to the next generation.

We don’t merely give our employees time off to devote to a worthy cause; we support them in their passion in other ways, too. Specifically, our Community Involvement office promotes and funds many new and ongoing programs. If our employees want some guidance and resources to launch a grassroots effort, we give them those tools.

Whether they’re building houses in disadvantaged neigh-borhoods, collecting and donat-ing school supplies or winter coats for children in need, or simply participating in a local bike-a-thon, our people raise hundreds of thousands of dollars for worthy causes each year. We provide corporate matching dona-tions for their efforts, and we’ve donated additional millions where they’re most needed in our com-munity and worldwide.

IN TIMES OF TROUBLEFollowing natural disasters, we respond quickly to try to alleviate suffering and economic hardship. It has long been our policy to match our employees’ donations to service organizations such as the American Red Cross and the

International Federation of Red Cross and Red Crescent Societies.

In 2009, we responded when our employees were raising money to help relief efforts in the wake of Australia’s bush fires and Italy’s earthquake. And this year, follow-ing the earthquake in Haiti, EMCers leapt into action. We immediately pledged a corporate donation of $50,000 to the Inter-national Federation of Red Cross and Red Crescent Societies and initiated a donation-match pro-gram for all the donations that employees were making to the American Red Cross of Massa-chusetts Bay’s Haitian relief effort. To date, EMCers have donated nearly $225,000. The company matched that amount and made its own additional donations, for a total donation in this case of $536,000.

“We couldn’t mobilize to pro-vide life-sustaining food, water, shelter, and hygiene supplies or trained staff and volunteers with-out the generosity of companies like EMC and its employees,” says Deborah Jackson of the Chief Executive Office of the American Red Cross of Massa-chusetts Bay.

GIVING AS A TEAMEach April, a team of 20 EMC runners assembles near the start-ing line of the Boston Marathon to compete. They come from all corners of EMC’s global commu-nity to raise funds for the Michael Carter Lisnow Respite Center in Hopkinton, Massachusetts.

EMC has long supported the Respite Center. Each year, we notify employees around the

10b. EMC’s philanthropic, environmental, and other corporate responsibility initiatives, focusing on how employees participate in and derive value from these efforts.

S U P P O R T I N G C O L L AT E R A L

• RunasOne:GlobalteamofEMCersruntheBostonMarathon

• EmployeeCommunityDay,byEMCVPToddPavone

• Slideshow:EMCemployeesgiveback

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world regarding the availability of the 20 spots on EMC’s Boston Marathon team, and there’s no shortage of applicants. EMC makes a corporate donation to match the $2,500 (or more) that each runner raises for the Respite Center. Following the most recent marathon, the Respite Center received a check from EMC for $120,000. Over the course of more than 10 years, EMC has raised $1.2 million for the Michael Carter Lisnow Respite Center.

EMCers also donate their time and energy in other ways. For example:• Each December, EMC employ-

ees in Massachusetts, North Carolina, and California donate toys, clothing, school supplies, and other gifts to children in need.

• For the past 10 years, EMCers have joined in “Build Days” for Habitat for Humanity to pro-vide homeless families with a decent place to live. EMC makes the corporate monetary contri-butions, and EMC’s employees provide the labor as a team-building exercise.

• Our employees walk the walk and run the run for those in need. The fundraisers our peo-ple take part in include the Relay for Life, the Horace Mann Educational Associates Independence 5K, the March of Dimes Walk America, the Walk for Hunger, the PanMass Challenge, the American Heart Walk, Making Strides Against Breast Cancer, Light the Night for Leukemia and Lymphoma, and the MS Challenge Walk.

EMC’S INFORMATION HERITAGE INITIATIVEPreserving the world’s historical and cultural past has been one of EMC’s long-time philanthropic goals. Over the past decade, we’ve donated more than $20 million (in cash and in-kind donations of equipment and technical support) to help organizations around the world digitally preserve historical documents and artifacts and make them accessible to everyone via the Internet.

This year, EMC selected eight organizations as recipients, among them the Finca Vigia Foundation, which maintains the Cuban home of Ernest Heming-way. Our equipment and techni-cal support is now helping to restore, preserve, and archive Hemingway’s irreplaceable books, artwork, letters, photo-graphs, scrapbooks, personal doc-uments, and manuscripts.

“Ernest Hemingway is an iconic global figure and, as a lead-ing technology company, we’re proud to play a role in preserving his Finca Vigia literary trove and allowing the world an intimate glimpse into his life,” says EMC Vice Chairman Bill Teuber.

Our digital preservation grants this year also went to projects in China, India, South Africa, Poland, Canada, and the United States.

MATH AND SCIENCE SPONSORSBecause we believe math, science, and engineering should be fun, we sponsor competitions, support museums, and partner with schools and nonprofits to pique the interest of young people in pursuing careers in these fields.

We call this philanthropic initia-tive STEM (Science, Technology, Engineering, and Math) and extend it to all grades, K–12. In all, we partner with the Boston Museum of Science, the Califor-nia Academy of the Sciences, Citizen Schools, FIRST Robotics, the Massachusetts State Science and Engineering Fair, the New England Aquarium, Science Buddies, the Tech Museum of Innovation, and Vex Robotics.

OUR SUSTAINABLE JOURNEYWe are transforming our business into a showcase of environmental sustainability. Our priorities right now are energy and climate change, as well as material-use and waste reduction. Our EMC Office of Sustainability is leading the way here. Already, the carbon disclosure reports they’ve pre-pared have earned us awards for transparency and environmental accomplishment. We continually strive to reduce material use in our products and operations, including recycling what can’t be reused. We also collaborate with our IT peers and governments to reduce the industry-wide impact of information technology on the environment. This is a journey that will continue.

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Christine Rossi (second from left) was the top recipient of EMC’s first annual Community Service awards, earning the Exemplary Service Award of $10,000 for her charity, the Osteogenesis Imperfecta (OI) Foundation. 

EMC sponsors competitions, supports museums, and partners with schools and nonprofits to pique the interest of young people in pursuing careers in math and science.

Each December, EMC employees in Massachusetts, North Carolina, and  California donate toys, clothing, school  supplies, and other gifts to children in need.

EMC employees participate in various walks and runs for those in need.

Several EMC employees ran in the Boston Marathon, raising funds to benefit the Michael Carter Lisnow Respite Center.

The hallmarks of our culture are passion, innovation, and suc-cess—success being the natural byproduct of passion and innova-tion. We work with our hearts as well as our heads, with a sense of urgency, and with enormous individual and collective energy.

This past year, perhaps more than in any previous year, EMC people raised the bar and came through in a big way for the business and for each other.

HOMEGROWN BRAND AMBASSADORSWe found ways to get closer to our customers and turn more of those customers into active advo-cates of EMC. We put a lot of energy into outfitting our people with social media tools, lifting our IT firewall, and letting our employees “go at it” talking about EMC online to build deeper rela-tionships between the company and its communities. Their pas-sion took the effort the rest of the way. They are our homegrown brand ambassadors.

In addition to our internal online network, we operate an external version called the EMC

COMMUNITY NETWORK (ECN). ECN is the global online destination for two-way information sharing among our customers, partners, third-party software developers, and our own people. Launched

in 2008, ECN rapidly became the place where our customers and partners collaborate with each other and with our in-house experts.

It’s where customers get a peek at what we’re designing for them, where they help us design and test products, and where they discuss future technology possibilities with us. “I use ECN to tap my community peers for troubleshooting techniques and ideas around how to use the products more effectively. Often, somebody out there knows some-thing I don’t,” says one EMC customer.

As of February 2010, 81,000 people have registered as ECN members, and we are seeing more than 3,000 people joining every month. Customers and partners make up an over-whelming 84 percent of the ECN membership. People from 76 countries—almost every nation on earth—are represented.

Twenty-five discussion commu-nities are enabling customers and partners to talk to each other, and 10 “ECN Labs” projects are show-casing our early-stage products and technologies.

“The reason the ECN is so vibrant is that members use it to really help each other—answering questions, fixing things, and sharing best practices. We just give them a clean, well-lit space with good content,” says Susan Zelman Rohrer, EMC Community Developer.

A CULTURE OF ENCOURAGEMENT At EMC, the TOTAL CUSTOMER

EXPERIENCE has for years been an official and vitally important

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Chapter WORKPLACE CULTURE AND ORGANIZATIONAL SUCCESS

11a. How EMC’s workplace culture contributes to the organization’s success.

S U P P O R T I N G C O L L AT E R A L

• EMCTapestry,employeescometogetherfromaroundtheglobe

initiative. In fact, one of our CEO’s guiding principles is that all of us must “stay closer than ever to our customers.”

The customers appreciate it. Steve Todd, an EMC Distin-guished Engineer, recalls making a visit to the John F. Kennedy Library in Boston to see how they were working with their EMC products. “EMC encour-ages employees to directly contact customers, and so I took advan-tage of that. I actually got a Christmas card from Caroline Kennedy afterward,” Steve says.

We also encourage innovation via our TELL EMC feedback program and our wide-open idea contests, where anyone can submit ideas. Groundbreaking product developments and busi-ness improvements come from the minds of employees around the world. And, at our EXECUTIVE

BRIEFING CENTERS located around the globe, customers see and hear about the technologies that could change their businesses for the better.

Our equally important history of close collaboration with univer-sities also has spurred some fairly impressive achievements. Joint technology research initiatives are underway at institutions in China, Russia, the United States, Israel, and elsewhere. Recently, one of our software engineers raised $25,000 in funding for a Harvard University research project that will introduce Harvard computer science students to actual EMC customers. The customers will help the students formulate ideas that, in turn, may steer the direc-tion of information technology research in the academic world.

The EMC Community Network connects customers and partners with EMC experts in product  advisory forums, user groups, professional networks, and across collaborative communities.

43

This past year, perhaps more than

in any previous year, EMC people raised

the bar and came through in a big way for the business and

for each other.

VIP TREATMENTWe appreciate that our customers take time to visit our Executive Briefing Centers. To show our gratitude, we continue our tradi-tion of having our senior leaders welcome customers on the eve-ning of their visit. It reinforces our customer-centric approach, and it strengthens the leadership skills of executives from every part of our business: They are getting regular practice thinking and speaking with a customer-centric perspective.

PERSONAL REFLECTIONSLast year, our CEO Joe Tucci wrote an open letter to the employees of Data Domain, a company EMC had acquired following a bidding “war” with a competitor. His letter welcomed the new employees to EMC and tried to address any concerns they might have.

Our employees then added their voices to Joe’s outreach by publishing their own reflections

and personal descriptions of working at EMC. (Read some of the comments and essays here: www.pollypearson.com/main/ 2009/06/emc-folks-add-to-the- discussion-why-do-i-work-at- emc.html.)

More powerfully and credibly than anything else could have, those first-hand explanations of “Why I Work at EMC” gave the new employees a compelling insider’s view of our culture of empowerment, trust, career development, and recognition.

EMC CorporationHopkintonMassachusetts01748-91031-508-435-1000In North America 1-866-464-7381www.EMC.com

EMC2, EMC, Celerra, and where information lives are registered trademarks or trademarks of EMC Corporation in the United States and other countries. Iomega is a registered trademark of Iomega Corporation. RSA and SecureID are registered trademarks of RSA Security, Inc. All other trademarks used herein are the property of their respective owners. © Copyright 2010 EMC Corporation. All rights reserved. Published in the USA. 06/10 H7149

Innovation, PASSION,

SUCCESS

EMC