CEO/Senior Leadership Commitment. Barbara Frankel SVP, Executive Editor May 19, 2015

Transcription

1 CEO/Senior Leadership Commitment Barbara Frankel SVP, Executive Editor May 19,

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4 2015 DiversityInc Top 50 Companies for Diversity 4 1. Novartis Pharmaceuticals Corporation 2. Kaiser Permanente 3. PricewaterhouseCoopers 4. EY 5. Sodexo 6. MasterCard 7. AT&T 8. Prudential Financial 9. Johnson & Johnson 10. Procter & Gamble 11. Wells Fargo 12. Deloitte 13. Marriott International 14. Abbott 15. Accenture 16. Merck & Co. 17. Cox Communications 18. KPMG 19. General Mills 20. ADP 21. Cummins 22. IBM 23. Anthem 24. Eli Lilly and Company 25. Target 26. Kellogg Company 27. New York Life 28. BASF 29. Wyndham Worldwide 30. Comcast NBCUniversal 31. Dell 32. Aetna 33. Allstate Insurance Company 34. The Walt Disney Company 35. Northrop Grumman 36. Toyota Motor North America 37. TIAA-CREF 38. Colgate-Palmolive 39. TD Bank 40. Intentionally Left Blank 41. Time Warner 42. Nielsen 43. Monsanto 44. AbbVie 45. Kraft Foods 46. MassMutual Financial Group 47. Hilton Worldwide 48. Rockwell Collins 49. KeyCorp 50. Verizon Communications DiversityInc. Reproduction Prohibited.

5 What Diversity Leadership Means: Personal Involvement 5 Christi Shaw, President, NPC: Good or bad, I have a reputation as being someone who is always willing to challenge the status quo and I expect others to do so too. From the first day I joined Novartis, when recruiting for open positions, I would say to hiring managers, Show me your diverse slate. And I would ask, Who else have you considered?. DiversityInc. Reproduction Prohibited.

6 What Diversity Leadership Means: Personal Involvement 6 Chairman and CEO Bernard Tyson, Kaiser Permanente: You would think my experience as a top executive would be different from a Black man who is working in a retail or food service job to support his family. Yet, he and I both understand the commonality of the black male experience that remains consistent no matter what the economic status or job title. Linked-In article after Ferguson DiversityInc. Reproduction Prohibited.

7 What Diversity Leadership Means: Personal Involvement 7 Chairman and CEO Randall Stephenson, AT&T: Personally started the council and has chaired it since its inception almost a decade ago. It didn t feel to him that he could have someone else do vit. He s the chair and his direct reports are the members. His being the leader lends a great deal of credibility Belinda Grant-Anderson, VP Workforce Development & Diversity DiversityInc. Reproduction Prohibited.

8 What Diversity Leadership Means: Personal Involvement 8 President and CEO Ajay Banga, MasterCard: He has personally created a remarkable and open culture of inclusion He said: It s important competitively. It s important if you want to survive it s a passionate part of what we do Competitiveness and survival drive innovation. DiversityInc. Reproduction Prohibited.

9 Key to Real Diversity Leadership: Accountability 9 About 60% of Christi Shaw s direct reports are women, most in scientific roles Kaiser Permanente has its CHRO and CDO sign off on exec appointments PwC, CEO sponsorship of U.S. Leadership Team members is crucial Sodexo pays execs bonus if diversity goals are reached, regardless of company performance EY s US head Steve Howe, who co-chairs diversity council, notes that clients ask about his involvement See What Sets the Top 10 Apart DiversityInc. Reproduction Prohibited.

10 Key to Real Diversity Leadership: Executive Diversity Councils 10 CEO chairs Council Meets Council Meets Monthly With ERGs Top 10 80% 40% 100% Top 50 62% 18% 92% DiversityInc. Reproduction Prohibited.

11 Key to Real Diversity Leadership: Talent Development Participation 11 90% % Par&cipa&on in Mentoring 80.3% 67.2% 67.2% CEO & Direct Reports One Level Below Top 10 Top 50 DiversityInc. Reproduction Prohibited.

12 Results of Real Diversity Leadership: Diverse Management Representation % 43.7% 38.8% 33% 31.1% 29.2% Women Managers Women Top 3 Levels Top 10 Top 50 U.S. (EEOC) DiversityInc. Reproduction Prohibited.

13 Results of Real Diversity Leadership: Diverse Management Representation % 24.3% Black, LaNno, Asian Managers 19.9% 20.4% Black, LaNno, Asian Top 3 Levels 15.7% 11.2% Top 10 Top 50 U.S. (EEOC) DiversityInc. Reproduction Prohibited.

14 TD Bank, America's Most Convenient Bank Presenter: Linda Verba, EVP, Head of Service Strategy and Diversity Leadership Team (DLT) Chair 14

15 TD Bank, America s Most Convenient Bank is part of Toronto Dominion Bank Group Over 26,000 U.S. Employees 15 States and the District of Columbia Over 1,300 stores & 1,900 ATMs TD BANK Retail, Small Business & Commercial Banking More than 8 Million Customers Top 10 U.S. Bank 15

16 What Makes us America s Most Convenient Bank? n Our Model Customers trump everything Provides access to the entire Bank Local people making local decisions Eliminates silos Incentives aligned to behaviors CWI is a profit driver n Our Brand America s Most Convenient Bank Provides a legendary Customer experience every time at every contact Meeting and exceeding Customers expectations n Our Culture Fuses the internal culture to the external brand Our PEOPLE bring it all together! Creates focus provides sense of purpose Engages staff in business Recognizes and celebrates Customer service Frames leadership mindset it s all about It s FUN! 16

17 OUR VISION: To be The Better Bank OUR MISSION: We will be the Best Run, Customer-focused, Integrated Financial Institution with a Unique and Inclusive Employee Culture. OUR STRATEGY: To produce long-term, profitable growth by building great franchises and delivering value to our Customers, Shareholders and Communities. WE WILL FOLLOW OUR GUIDING PRINCIPLES TO: Deliver Legendary Customer Experiences Be an Extraordinary Place to Work Operate with Excellence Understand Our Business Take Only Risks We Understand and Can Manage Enhance Our Brand Increase Shareholder Value OUR LEADERS: Make an impact and Value Speed Build for the Future Inspire the Will to Win Act Decisively while Working Effectively in Teams Live Transparency and Respect Different Views Show Excellent Judgment Demonstrate Unwavering Integrity 17

18 At TD, Diversity is not an HR Initiative it s a Business Imperative Our Culture Our People Our Customers & Brand Objectives The Workplace: Build and maintain a Unique and Inclusive Employee Culture The Workforce: Attract, hire, develop and retain the best diverse workforce reflective of the communities we serve The Marketplace: Build the TD brand and capture business opportunity among key diverse segments Levers Visible leadership/development, communication, events Community investments Competency in leading/ managing a diverse workforce Having the right conversations Recruitment and hiring processes Development Mentoring Sponsorship Resource planning Accommodation Leadership accountability Understanding the consumer via cultural insights Brand and local area business (LOB) Marketing Community sponsorship Business development Enhance the customer experience Measures Employee Experience Survey Focus groups 360 feedback Performance objectives and outcomes EE representation/flows Applicant tracking Performance and Development Planning Resource Planning tracking Bank of Choice Market insights and research Appropriate Customer Experience measures Customer/business metrics Awards An Extraordinary Place to Work Best talent, Legendary Customer Best Business, Experiences The Better Bank 18

19 Lens of Diversity TD s Areas of Focus Women in Leadership Minority Leadership Individuals with Disabilities Lesbian, Gay, Bisexual, Transgender and Allies Veterans Serving Diverse Communities 19

20 Diversity Council Structure 20

21 CEO Commitment: We have double the assets "At TD, our diversity efforts are driven first and foremost by our own values and business objectives, but we also hope that, by publicly supporting the value of inclusion in the workplace, we can send a powerful and visible message of encouragement to others." Mike Pedersen, President and CEO TD Bank, America's Most Convenient Bank Our vision is clear: To Build the Better Bank. So too is our mission: We will be the Best Run, Customer-focused, Integrated Financial Institution with a Unique and Inclusive Employee Culture. Customer-focused - this means ALL of our customers both current and future. A unique and inclusive employee culture - this refers to a culture where ALL employees have the opportunity to leverage their talents and achieve their full potential. Bharat Masrani, President and CEO TD Bank Group 21

22 What behaviors can TD Employees expect from our CEO in support of diversity? 22

23 Visible leaders have visible followers ü Practice diversity and inclusion as a business imperative ü Join a board for a multicultural non-profit ü Establish CEO led initiatives ü Utilize all tools available to promote diversity and inclusion ü Attend meetings with resource groups..consistently ü Have frank conversations about issues impeding engagement ü Walk the talk and demonstrate values at all times ü Demonstrate social conscience 23

24 Company Intranet Comments 24

25 "Connections" Posts 25

26 Establish accountability ü Assign senior sponsors to the executive council ü Set priorities and goals and measure them! ü Invite DLT Chair to present to direct reports and Board of Directors ü Ensure diversity and inclusion is clear in performance objectives ü Incorporate diversity questions in your Employee engagement survey ü Diversity and inclusion on every agenda! 26

27 Drive performance culture for ALL Employees ü Make talent a focus ü Mandate diverse slates of candidates at the executive level ü Engage senior leaders in mentoring programs ü Use resource groups to identify high potentials in addition to formal resource planning 27

28 28

29 CEO Commitment David Casey VP, Workforce Strategies & Chief Diversity Officer May 19, CVS Health and/or one of its affiliates: Confidential & Proprietary

30 Where we are today 21% market share more than 7,800 stores and 5 million customers per day 26,000 pharmacists and nurse practitioners 25.6 million visits on CVS.com per month 65 million PBM members 26% market share 925 MinuteClinics in 30 states and DC with more than 22 million patient visits 30

31 2015 CVS Health and/or one of its affiliates: Confidential & Proprietary 31

32 Our strategic diversity management framework Objectives Goals Workforce Representation A workforce reflective of our customers, patients and communities we serve. Colleague Engagement An inclusive and collaborative workplace culture. Talent Systems Equitable enterprise wide opportunities for development and growth. Marketplace Diversity Exceed the needs of customers, clients, communities and external constituents CVS Health and/or one of its affiliates: Confidential & Proprietary 32

33 Leadership from the top CVS Caremark Board of Directors Senior Executive Sponsorship and Direction Executive Steering Committee Colleague Resource Groups VP & Chief Diversity Officer Strategic Diversity Management Team Diversity Management Leadership Council Enterprise Wide Focus & Objectives Market Based (Area) Diversity Leadership Teams Business Unit and Department Based Diversity Leadership Teams Localized Execution in Alignment with Enterprise Objectives 2015 CVS Health and/or one of its affiliates: Confidential & Proprietary 33

34 Personal statement cvshealth.com There isn t a day that goes by that I am not impressed by how diverse our workforce is and by how that diversity transforms the communities we serve; but more importantly, how that appreciation of differences is a non-negotiable part of our culture, one that isn t forced, but willingly achieved together. - Larry J. Merlo President and CEO CVS Health 2015 CVS Health and/or one of its affiliates: Confidential & Proprietary 34

35 Workforce Representation External visibility Personally signed the ESGR Corporate Statement of Support Invited to be a guest of the First Lady for the President s State of the Union, recognized for workforce programs 2015 CVS Health and/or one of its affiliates: Confidential & Proprietary 35

36 Colleague Engagement and Talent Systems All of the CEO s direct reports serve as executive sponsors for our CRGs Addressing our Women s Success Network Colleague Resource Group Personally sponsors our Women s Success Network Meets with CRGs and executive Diversity Management Leadership Council 2015 CVS Health and/or one of its affiliates: Confidential & Proprietary 36

37 Marketplace Diversity Purpose-driven leadership Respecting cultural traditions in new markets First to commit to rebuild in Baltimore International expansion Engaging multicultural and under-served communities with tobacco cessation 2015 CVS Health and/or one of its affiliates: Confidential & Proprietary 37

38 My keys to getting and keeping CEO commitment Position strategic diversity management as a business process, not just a function of department or title. Have a concise articulation or framework that directly aligns to business priorities. Admit when you don t have all of the answers. Know what s on her or his mind how will this work add value? Be clear about where you need the CEO to lead vs. do. Time is a CEO s most valuable asset. Be selective, realistic, planful and strategic about how and when you need his or her time. Set measurable goals with clear accountabilities and outcomes. Remember - effort alone is never a viable substitute for results CVS Health Confidential & Proprietary 38

39 Thank You 2015 CVS Health and/or one of its affiliates: Confidential & Proprietary 39

40 2015 Web Seminar Schedule 40 June 9 LGBT Pride Month Cultural Competency June 23 DiversityInc Top 50 Best Practices July 21 Supplier Diversity Sept. 8 Hispanic Heritage Month Cultural Competency Sept. 22 Mentoring and Sponsorship Oct Disability Awareness Cultural Competency Oct. 13 Diversity Councils Nov. 3 Diversity Metrics Nov. 10 Religion in the Workplace Please contact customer service at webseminars@diversityinc.com DiversityInc. Reproduction Prohibited.

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