Events

The 2011 Catalyst Awards Dinner, sponsored by Deloitte LLP and Shell Oil Company, was held Tuesday, March 29, 2011, at The Waldorf Astoria in New York. A special Catalyst Awards Conference was held earlier in the day.

Ursula M. Burns, Chairman and Chief Executive Officer, Xerox Corporation, served as Dinner Chair and presented the 2011 Catalyst Award to leaders of Kaiser Permanente, McDonald's Corporation, and Time Warner Inc. for their extraordinary programs that have resulted in the recruitment, development, and advancement of women.

Kaiser Permanente

Kaiser Permanente’s initiative, Achieving Our Mission and Growing the Business Through the National Diversity Agenda, makes diversity and inclusion central to the organization’s competitive advantage and its ability to deliver culturally competent health care to its 8.7 million members. The National Diversity Agenda is an organizational framework to develop an engaged, professional, and diverse workforce sensitive to the needs of patients and members. Kaiser Permanente employees share a strong commitment to improving health and saving lives and the Agenda’s localized approach to health care and outreach allows them to make the best decisions for each and every member. The company’s longstanding efforts to implement the Agenda have been rewarded with significant results.

The initiative includes several innovative components. The Institute for Culturally Competent Care develops resources such as clinician handbooks that address specific health- and care-related issues for women, African-Americans, Asian and Pacific Islanders, Latinas/os, people with disabilities, people with hearing loss, and the lesbian, gay, bisexual, and transgender (LGBT) population. The Qualified Bilingual Staff program ensures that staff has the language proficiency necessary to service and care for limited-English speaking members. LGBT members and their families are supported through a number of programs, including specific physician training on LGBT issues and care. Centers of Excellence in Culturally Competent Care, sponsored by the National Diversity Department, are resource centers grounded in research that identify best practices for eliminating health care disparities among various sub-groups of the population. Through its electronic patient medical records system, the organization collects race and ethnicity data and conducts rigorous research to further reduce disparities in care. Diverse clinical unit-based teams foster open and non-hierarchical communication to ensure that patients receive the most appropriate and attentive care. Additional programs reinforce employee development and excellence, including a number of employee resource groups, a broad network of employees certified in diversity training, and Executive and Diversity Leadership mentoring that allows women and racially/ethnically diverse participants to network with senior-level leaders and prepares them for expanded career opportunities.

Achieving Our Mission and Growing the Business Through the National Diversity Agenda demonstrates that an investment in diversity and inclusion can yield continual improvement for women and men. In 2007, women held 47 percent of senior executive positions, and racially/ethnically diverse women held 12 percent of these positions. By 2009, these numbers had increased to 50 percent and 18 percent, respectively. Through targeted recruitment, the organization increased the representation of diverse women executive physicians from 3.7 percent in 2007 to 11.8 percent in 2009, and diverse men executive physicians from 11.3 to 13.6 percent during that same time period. Between 2001 and 2009, the percentage of women board directors increased from 21 percent to 36 percent, and racially/ethnically diverse women on the board increased from 7 percent to 24 percent.

 

McDonald's Corporation

At McDonald’s Corporation, a strong commitment to inclusion is embedded in the business plan and corporate values. This perspective led the company to build on its successful and longstanding diversity work in the United States by creating Freedom Within a Framework: Global Women's Initiative. The initiative benefits women and men around the globe at all levels—from restaurant crew members to senior leaders—through empowered, localized groups and a focus on continuous improvement. Since its inception in 2006, outcomes to advance women globally have been achieved, most notably in Asia-Pacific, the Middle East, and Africa (APMEA), Europe, and the United States.

The initiative takes a multi-pronged approach that allows various programmatic and structural elements to scale globally in ways that are relevant to local markets. The Women’s Leadership Network (WLN), which is the initiative’s primary delivery mechanism, is managed through a global hierarchy of regional steering committees that share detailed business plans, communications strategies, and best practices. The WLN is supported by regional line leaders and functions as a super–network, influencing policy decisions and providing skills development and training. For example, the regional APMEA steering committee developed a toolkit to help launch new chapters across the region; in Europe, WLN leaders addressed work-life balance concerns by implementing core meeting hours and job-sharing. In addition to the WLN, global and regional conferences empower women and men at restaurant and corporate levels, and employees are educated continuously through diversity workshops tailored to meet the needs of employees in different countries. McDonald’s also ensures that it nurtures talent from within through global high-potential programs that are composed of at least 40 percent women, and by offering many opportunities for international assignments and job rotations. To ensure equity in promotion decisions, leadership discusses talent biannually, and a robust Performance Development System holds managers accountable for developing people and embracing diversity and inclusion.

As a result of the initiative, women at all levels have benefitted. The representation of women as restaurant managers—a critical stepping-stone to leadership roles—has increased significantly across all three regions from 2006 to 2009: in APMEA, from 27 percent to 35 percent; in Europe, from 45 percent to 52 percent; and in the United States, from 62 percent to 64 percent. Additionally, the percentage of women in market leadership roles has grown substantially between 2006 and 2010: women managing directors increased from 0 to 36 percent in APMEA and from 10 percent to 14 percent in Europe; in the United States, women general managers increased from 13 percent to 38 percent. Between 2006 and 2009, the percentage of women on the board of directors also increased from 14 percent to 23 percent.

 

Time Warner Inc.

After a highly publicized merger with AOL in 2000, Time Warner Inc. leaders committed to rebuilding and unifying the company by increasing low employee morale and regaining trust. These actions would position the company as the first choice in the media industry for current and potential employees. Using a compelling market-oriented business case for diversity and inclusion as a foundation, they strategically implemented their approach in stages and built a new, cohesive culture across all four business divisions. The initiative sought to formalize employee development policies, unify the siloed culture, and accelerate the development of leaders, including the substantial pipeline of women. Creating a Unified Culture: Investing in Our Women Leaders has resulted in a critical mass of powerful senior women role models.  

The initiative leverages many related components that provide platforms for women employees to connect, develop, and share with one another and that target the company’s diverse consumer base. Employees are given opportunities for cross-divisional interaction, networking, and exposure to critical business decisions through two signature programs: Chairman’s Leadership, a cross-divisional management development program for high-potential women and men, and Breakthrough Leadership, which is for women at the vice president level and above. Since 2005, Time Warner’s Nonprofit Board Leadership program has encouraged the development of business skills external to the organization; historically, more than one-half of its participants are women, and many of them are diverse. Rounding out employee development opportunities are nearly 30 employee-driven, executive-sponsored business resource groups, including three that specifically support women at all levels.

Reaching a broad and diverse consumer base is also important to Time Warner. The company ensures that its media products include positive images of women and other diverse groups through formal “diversity audits” that help editorial staff gauge how relevant content is to readers, viewers, and users. Accountability for internal programs is implemented through divisional CEOs, who report on Diversity Action Plans at an annual meeting with the CEO with results affecting bonus compensation for senior executives.

Metrics show that because of the initiative, Time Warner’s culture has become increasingly inclusive. From 2003 to 2009, women’s representation in executive management rose from 18 percent to 23 percent. The percentage of women in the pipeline (vice president level and above) to top management increased from 37 percent to 42 percent, and the numbers for racially/ethnically diverse women rose from 5 percent to 8 percent. In addition, overall retention has improved significantly, to 90 percent or greater across all gender and racial/ethnic groups.

2011 Catalyst Awards Dinner Video

 

2011 Catalyst Award Winner Video - Kaiser Permanente

 

2011 Catalyst Award Winner Video - McDonald's Corporation

SPONSORS
Deloitte LLP
Shell Oil Company

DINNER CHAIR COMPANY
Xerox Corporation

VIDEO SPONSOR
Toyota Motor North America, Inc.

VIDEO PRODUCTION
Draftfcb
 
$100,000+
BP p.l.c.
Deloitte LLP
McDonald’s Corporation
Shell Oil Company

$50,000-$99,999
Bank of America
BMO Financial Group
Campbell Soup Company
The Chubb Corporation
The Coca-Cola Company
Dell Inc.
Ernst & Young LLP
Goldman, Sachs & Co.
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Xerox Corporation

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