While diversity in organizations is increasingly respected as a fundamental characteristic, it is not enough. To truly harness the power of a diverse workforce, an organization must also create an inclusive workplace where the unique vantage points of diverse people are valued. Inclusion enhances an organization’s ability to achieve better business results by engaging people from diverse backgrounds and perspectives through participatory decision making.

Organizations can start by broadening their understanding of diversity to focus not only on the visible aspects of diversity, such as race, gender, age, and physical ability, but also diversity of thinking. This means deriving value from people’s different perspectives on problems and varied ways to address solutions. It’s a complex world, it’s a global world, and maximal participation is required from every workplace participant from the bottom to the top. Thinking of diversity in this way helps organizations to see value and to be conscious of the risk associated with homogeneity, especially in senior decision makers. And this means that diversity is no longer a “program” to be managed—it is a business imperative.

An organization’s journey to become inclusive begins with a critical but simple inquiry: what actions is my organization taking to foster an inclusive work culture where uniqueness of beliefs, backgrounds, talents, capabilities, and ways of living are welcomed and leveraged for learning and informing better business decisions?

This inventory of actions must begin with a macro view of diversity, and organizational systems must be assessed to determine the degree to which equitable access is provided to all. Several key talent strategies will also need to be revisited and even reinvented to facilitate the alignment of

organizational systems, processes and structures to transform the culture. Where gaps and barriers are identified, it is important to understand how inclusion can address deficiencies and support effective decision making and better business results in these areas. Findings from the inventory are the basis of an action plan.

A diversity and inclusion strategy is most effective and sustainable when it:

• Directly aligns with and helps achieve key business strategies and plans• Objectively measures progress from both a quantitative and qualitative perspective• Has the full active engagement and support from both senior leadership as well as the general employee population• Takes account of your company’s organizational culture and readiness and capacity for change

The 4th Annual Inclusion Summit will feature insightful and practitioner led sessions that will enable you to create, manage, track and perform on a strategic diversity and inclusion plan that yields to a highly productive and innovative workforce and workplace where all employees can contribute to their maximum potential.

4thAnnual

Inclusion Summit

» Tisa Jackson, Head of Global Diversity & Inclusion Practice Management, Microsoft

» Donald Fan, Senior Director, Global Office of Diversity, Walmart

» Camilla Collins, SVP, Global Diversity & Inclusion, Bank of America

» Ellen Torbert, Vice President, Diversity & Inclusion, Southwest Airlines

» Oliver Allen, Former Equal Employment Opportunity Officer, U.S. Department of Justice and Chief Executive Officer, Training & Development Strategies LLC

» Valeria J. Stokes, EdD, Chief Human Resources Officer, American Bar Association

» Michele Meyer-Shipp, Vice President & Chief Diversity Officer, Prudential Financial, Inc.

» Kymberlee Dwinell, Director, Global Diversity & Inclusion, Northrop Grumman Corporation

» Elizabeth Moore, Manager Inclusion & Learning Delivery, Wawa

» Courtney Simmons, Diversity & Inclusion Generalist, Gordon Food Service

» Emily Pitts, Principal Diversity & Inclusion, Edward Jones

» Lenore Patel, Vice President Diversity & Inclusion, Moody’s Corporation

» Rosanna Durruthy, Chief Diversity Officer, Cigna

Advisory Board

Network with Speaker Faculty and Event Participants including:

• ChiefDiversityOfficers

• SVP’-sandVP’-sofDiversity&Inclusion

Senior Executive Leaders, Directors, Managers and Team Leaders with responsibilities and roles in:

• Diversity&Inclusion

• WorkforceStrategy

• ERGs/BRGs

• TalentManagement

• HumanResources

• SuccessionPlanning

• CorporateCulture

• HumanCapitalStrategy

• Organizational

Development

• TalentAcquisition

» Jodi Davidson, Director Diversity & Inclusion Initiatives, Sodexo

» Ronald Guillory, District Manager, Sodexo

» Michael Gonzales, Leader of Corporate Diversity & Inclusion, Hallmark Cards

» Tisa Jackson, Head of Global Diversity & Inclusion Practice Management, Microsoft

» Kymberlee Dwinell, Director, Global Diversity & Inclusion, Northrop Grumman Corporation

» Dr. Bryan Gingrich, Senior Vice President Domestic and Global Diversity & Inclusion, Wells Fargo

» Dr. Ronald Copeland, Senior Vice President & Chief Diversity & Inclusion Officer, Kaiser Permanente

» Tyronne Stoudemire, Vice President Global Diversity & Inclusion, Hyatt Corporation

» Rhonda Crichlow, Vice President and Head US Diversity & Inclusion, Novartis Pharmaceuticals Corporation

» Tracy Edmonds, Chief Diversity Officer, Anthem

» Celeste Warren, Vice President Human Resources Manufacturing Division and Global Diversity and Inclusion Center of Excellence, Merck & Co.

» Deborah Urbanski, Director Office of Equal Opportunity and Diversity Johnson Space Center, NASA

» Angela Talton, Chief Diversity Officer, Nielsen

» Caroline Wanga, Vice President Diversity & Inclusion and Corporate Social Responsibility, Target

» Elizabeth Nieto, SVP Global Chief Diversity & Inclusion Officer, MetLife

» Grace Figueredo, Chief Diversity & Inclusion Officer and Vice President Workplace Culture, Aetna

» Jackie Glenn, VP Global Chief Diversity Officer, EMC

» Rosanna Durruthy, Chief Diversity Officer, Cigna

» Christal Morris, Global Head Diversity & Inclusion, Willis Towers Watson

» Sarah Froning, Senior Consultant, Willis Towers Watson

Confirmed Speakers Include:

HRCI ApprovalThis program, has been approved for 14 HR (General) re-certification credit hours toward California, GPHR, HRBP, HRMP, PHR, and SPHR re-certification through the HR Certification Institute.The use of this seal is not an endorsement by the HR Certification Institute of the quality of the activity. It means that this activity has met the HR Certification Institute’s criteria to be pre-approved for recertification credit

Main Conference Day 1August 22nd, 2016

7:30am Registration

8:00am

Opening Keynote: Driving Diversity & Inclusion Through Workplace Culture Transformation at Aetna

The health care landscape is changing more quickly than ever before, and Aetna has been intentionally and strategically transforming its culture to ensure it aligns to go-forward business priorities. Diversity in our workforce is essential to gaining insights into those we serve and finding new and better ways to meet and exceed their needs. Through inclusive leadership, we surface different points of view and broader perspectives resulting in stronger solutions—and true innovation. This session will address Aetna’s strategy for driving both diversity and inclusion through the company’s workplace culture transformation efforts.

Learning objectives:

• Understand the intersection of diversity and inclusion and a company’s broader workplace culture• Understand how human capital metrics, employee engagement survey data, and other inputs are leveraged to develop a diversity and inclusion strategy that aligns with and enables a company’s culture and business priorities• Understand how to position diversity and inclusion within existing business processes and culture transformation efforts• Understand how to inspire leadership for diversity and inclusion within the business through both “hard” and “soft” accountability mechanisms

Grace Figueredo, Chief Diversity & Inclusion Officer and Vice President Workplace Culture, Aetna*DiversityInc. 2015 Top 50 Companies for Diversity

8:45am

Mobilizing a D&I Ecosystem - The Intersection of Accountability and Infrastructure

To integrate diversity and inclusion into business operations requires a strategy that not only builds the right infrastructure, but also reinforces accountability. The intersection of accountability and infrastructure serves as a sweet spot to mobilize a diversity and inclusion ecosystem, fostering senior leader engagement, grass roots activation, and alignment to core strategies and targeted outcomes. During this session we will explore how these elements are foundational to promoting system change and building and sustaining a diverse and inclusive workplace.

• Learn how the connectivity between infrastructure and accountability drives leader action across an enterprise• Learn how mobilization of an ecosystem can accelerate progress against objectives• Learn how to engage the masses through behaviors that reinforce and align to strategy and desired outcomes

Dr. Bryan Gingrich, Senior Vice President Domestic and Global Diversity & Inclusion, Wells Fargo

*DiversityInc. 2015 Top 50 Companies for Diversity

9:30am Morning Networking Break

Main Conference Day 1August 22nd, 2016

10:00am

Aligning Business Performance and Diversity Strategy

Many diversity programs within companies are viewed as initiatives that are outside of the key business and performance of the organization. They are characterized as “nice people driven” initiatives that are good for making women and persons of color feel valued within their working group and team. Organizational leaders need to understand that diversity and inclusion, when harnessed and integrated with the business, produces maximum financial impact. But it has to be managed and integrated into the way that the business operates rather than being seen as an optional “bolt-on” after thought. The benefits of integrating diversity to raise the bottom line are many: increased market penetration, more satisfied customers and patients, access to a wider patient and customer base and access to new ideas on business improvements and keys to success in global markets. At the intersection of business performance and diversity and inclusion, you will find your competitive advantage.Key session learnings:

• How to create and leverage your diversity strategy to drive business outcomes that add value to the company’s performance• How to gain buy in from key stakeholders to ensure alignment Celeste Warren, Vice President Human Resources Manufacturing Division and Global Diversity and Inclusion Center of Excellence, Merck & Co.

10:45am

Implications of Employee Attitudes on Inclusion and Diversity

Companies today are trying to better understand — and improve — the inclusive and diverse nature of their organizational cultures. Business leaders want to identify the impact of inclusion and diversity on employee engagement and, ultimately, the effects on company performance. The first steps in this journey are: gaining a clear view of your employees’ sense of inclusion across demographic groups and identifying the segments experiencing the greatest gaps. This session will help you discover how you can improve your ability to build inclusiveness at your organization. It will examine recent employee survey results from 27 companies, involving more than 350,000, to garner opinions on this important topic. There will also be a preview the new Willis Towers Watson Inclusion Diagnostic, which provides critical inclusion and diversity insights.

• Identify key groups with the most salient inclusion gaps• Isolate factors driving inclusion for key groups• Develop action recommendations based on the results• Target insights to business groups with the greatest challenges

Christal Morris, Global Head Diversity & Inclusion, Willis Towers Watson Sarah Froning, Senior Consultant, Willis Towers Watson

Main Conference Day 1August 22nd, 2016

11:30am

Integrating HR & Diversity – The New Talent Management Paradigm

Research reveals that executives in competitive global corporations recognize the importance of diversity, as well as HR’s pivotal role in fostering an inclusive culture and progressive talent practices. Far too often, diversity is not viewed as an essential, – and may be sidelined and seen as a standalone operation that does not impact the organization’s broad talent, culture, and business-focused goals. This session will discuss how to strengthen the partnership between HR and diversity and inclusion – by clarifying roles, sharing responsibilities, and creating complimentary talent management and cultural goals – that drive an inclusive, high-performance workplace and improve business results.

Rhonda Crichlow, Vice President and Head US Diversity & Inclusion, Novartis Pharmaceuticals Corporation

*DiversityInc. 2015 Top 50 Companies for Diversity

12:15pm Lunch

1:15pm

D&I and The Marketplace – Partnering with Employee Resource Groups to Influence Your Business Results

Employee Resource Groups (ERGs) can play an impactful role on the revenue-generating side of their companies, yet many companies fail to take advantage of the critical insights they can bring. When Hallmark was challenged to provide a more localized, relevant shopping experience to a store in the Castro neighborhood of San Francisco – known for being a heavy LGBT community – the executive leading the project reached out to two of Hallmark’s ERGs to help create unique products and merchandising for that store. The results of that effort have exceeded expectations, and the learnings from this work have become a model for how collaboration between the business and diversity and inclusion is imperative.

Learn how the partnership between Hallmark’s business and diversity and inclusion created products and a shopping experience completely catered to the cultural makeup of the neighborhood.

Key learnings:

• How employees, specifically ERGs, can elevate their cultural knowledge and insights within their companies.• Processes that companies can use to collect insights and perspectives from employees.• How collaboration between the business and diversity and inclusion can directly impact business results and consumer relevance.

Michael Gonzales, Leader of Corporate Diversity & Inclusion, Hallmark Cards

Main Conference Day 1August 22nd, 2016

2:00pm

Social Networks - The Agency of Inclusion and Value Driven Change

For at least two generations, organizations have focused on training, recruitment and philanthropy to build more diverse and inclusive environments. For professionals with diversity and inclusion accountabilities, the objective to “achieve diverse and inclusive organizations” appears much like a moving target. While progress has been made, most diversity practitioners and HR executives would concede the investments still exceed the intended outcomes. At the end of the second decade of the 21st century, what will be different? What can we do to realize the lofty goals and objectives of diversity and inclusion. The answer may be in Social Networks. This evolving construct in organizational change management may be the accelerant to diversity and inclusion, building new value and greater innovation to a changing business, and an evolving society. We’ll explore how the digital and multicultural mindset of the emerging workforce can use social networks to accelerate inclusive, high performing environments at work and in life.

Rosanna Durruthy, Chief Diversity Officer, Cigna

2:45pm Afternoon Networking Break

3:15pm

Operation IMPACT - Leveraging the Skills and Expertise of Military Talent at Northrop Grumman

Northrop Grumman employs thousands of veterans worldwide and is committed to hiring and assisting military-experienced candidates and employees. The organization deeply values the training and leadership development that candidates gain from their military service and experience. Operation IMPACT (Injured Military Pursuing Assisted Career Transition) is a Northrop Grumman initiative that provides career transition support to military service members and their families who have been severely injured in the global war on terror.This award-winning grassroots program is run independently of the company’s standard recruitment process and has led to Northrop Grumman receiving a 100% rating in the inaugural Disability Equality Index, which evaluates company policies and practices on disability inclusion. In this session, Kymberlee Dwinell, Director of Global Diversity and Inclusion will share how Northrop Grumman is making an impact by opening doors to new opportunities for veteran talent and making a difference in the lives of severely wounded service members and their families.

Kymberlee Dwinell, Director, Global Diversity & Inclusion, Northrop Grumman Corporation

*DiversityInc. 2015 Top 50 Companies for Diversity

Main Conference Day 1August 22nd, 2016

4:00pm

Navigating the Murky Middle

Diversity and Inclusion is an all-in, full contact, participatory endeavor. Everybody plays a role, not the same role, even if you don’t play a role, you play a role. In this session, we discuss how to activate an ecosystem to play their unique roles in championing diversity and modeling inclusivity. This conversation will include strategies and examples of how all parts of the system including middle managers, can be mobilized to create positive results. Come ready to be uncomfortable and learn how to work yourself out of a job!

Caroline Wanga, Vice President Diversity & Inclusion and Corporate Social Responsibility, Target

*DiversityInc. 2015 Top 50 Companies for Diversity

4:45pm

Keynote: Building Line of Sight from Diversity and Inclusion to our Consumers

Positioning diversity and inclusion as a strategic business lever requires a deep understanding of the business, its priorities and goals, and organizational readiness to embrace change. Keynote speaker Tracy Edmonds, Chief Diversity Officer of Anthem, Inc., will share learnings and best practices that have helped Anthem drive a diversity and inclusion strategy that connects diversity and inclusion to opportunities for improving the health care experience for our consumers. As she reviews key milestones in the evolution of diversity and inclusion at Anthem, Inc. she will address such topics as: • Identifying and leveraging key intersections between diversity and inclusion and business strategies and objectives to build a robust and compelling diversity and inclusion strategy.• Leveraging both data analysis and the power of personal stories to advance diversity and inclusion efforts.• Building a multi-level communication strategy – crafting and positioning messages that resonate with business leaders and associates. • Elevating the voice of associates and their cultural insight through resource groups to improve business solutions that focus on the consumer.• Evolving the strategic approach of diversity and inclusion while maintaining the connection to the foundational drivers and social issues in which diversity efforts are rooted. Tracy Edmonds, Chief Diversity Officer, Anthem

*DiversityInc. 2015 Top 50 Companies for Diversity

5:30pm Conference Day 1 Sessions Conclude

Main Conference August 23rd, 2016

8:00am

Keynote: Inclusion and Innovation - Mastering the Intersection to Drive Business Success The research data is compelling! Highly diverse teams, from a multi-dimensional perspective, tend to outperform more homogeneous teams with respect to the type of productivity, creativity and complex problem solving that drives innovation. Diversity of “thought” is the dimension that enjoys the highest correlation to this improved performance. However, the data is equally clear that, while being highly diverse is necessary, it alone is insufficient to achieve this desired outcome. To harness this power and consistently deliver innovative wins, inclusive leaders and inclusive cultural environments are mission essential. Learning Objectives: 1. Gain insights on how diversity and inclusion intersects with innovation to create superior results.2. Learn how human-centered design can foster and spark personalized innovation.3. Discover and define what inclusive leadership is and does, and why is it essential for leveraging diversity effectively.4. Review infrastructure and deployment models that enable consistent effectiveness.

Dr. Ronald Copeland, Senior Vice President & Chief Diversity & Inclusion Officer, Kaiser Permanente *DiversityInc. 2015 Top 50 Companies for Diversity

8:45am Interactive Group Discussion: How Can External Events Impact Your D&I Strategy?

9:30am Morning Networking Break

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E v e n t O r g a n i z e r

Day 2

August 23rd, 2016Main Conference August 23rd, 2016

10:00am

Navigating Gender Transitions in the WorkplaceLeading companies realize distinct advantages when employees feel comfortable bringing their authentic selves to work. Diverse and inclusive workplaces encourage greater innovation and help to increase levels of engagement and happiness. There are a vast number of best practices for diversity and inclusion – from employee resource groups to development programs – but how do organizations take it to the next level?

EMC, had a thriving LGBT group, but there was much more focus on L, G, and B, and not so much on The transgender employees. In order to live both holistically and consistently with their gender identity, transgender employees generally need to come out to their employer. Some are open about their gender identity and expression, while others are not. For many, the process of understanding, accepting, and expressing that they are transgender is a challenging journey. EMC is proud to offer support to employees before, during and after their transition by helping them navigate the various steps and available resources. Learn how EMC developed its Gender Transition Program which has been applauded as the “Next Best Practice.”In this session, you will learn:

• The challenges faced by transgender employees in the workplace.• The questions and concerns of managers and colleagues.• Ways to support transgender employees, pre- and post- transition.

Jackie Glenn, VP Global Chief Diversity Officer, EMC

*2015 Top 10 Influential Women in Global Diversity

10:45am

Tapping into the Talents of all Workers, Including the Differently-Abled In the past, the term diversity was most often used to refer to attributes such as race, gender, age, and religion. However, by fostering a culture of diversity and inclusion and creating an appreciation of all individual capabilities, organizations can benefit even more. The unique attributes and experiences of the nation’s largest growing minority--individuals with disabilities--can enhance an organization’s competitive edge and help retain a workforce of people who know how to confront challenges daily. Hear what the Johnson Space Center did to create an environment of inclusion and engage its workforce. Learn what steps they took, including benchmarking industry best practices, partnering with academia, providing relevant training and tapping into their own innovative culture to help become a more collaborative agency while valuing its entire workforce.

Key Take-Aways:

• How employees, specifically those with disabilities, can help their organization create a more accommodating experience for all employees• Ways that organizations can tap into the insights and perspectives of all employees• How to help management understand the impact of diversity and inclusion and create accountability moving forward

Deborah Urbanski, Director Office of Equal Opportunity and Diversity Johnson Space Center, NASA

Day 2

11:30am

Leading and Managing Diverse OrganizationsToday’s global marketplace is more diverse than ever before … on multiple dimensions. Leaders need specific tools and techniques to effectively understand, lead, and leverage others in these increasingly complex, more diverse organizations and markets. This presentation blends theoretical and practical, evidence-based insights to successfully harness the power of diversity in organizations and markets while creating an organization that leverages the total capacity of your workforce. This session will also integrate real examples of global cultural competence and how resource groups encourage valuable cultural connections with customers/clients, as well as help to keep colleagues engaged and motivated by giving them a sense of inclusion. Key Learnings:• Learn the historical evolution of the rationale for diversity and inclusion in the USA and globally• Gain insight into how cross-cultural (in)competence impacts global business• Understand the impact of diversity and inclusion in organizations on workplace environment and individual and team performance• Learn strategies for practicing mindful inclusion in teams and organizations

Tyronne Stoudemire, Vice President Global Diversity & Inclusion, Hyatt Corporation

12:15pm Lunch

1:15pm

Not So Obvious - The Intersection of Personality, Style, Culture and Leadership

When you think of diversity and inclusion gender, race, ethnicity, religion, and sexual orientation typically come to mind. How do these dimensions of diversity connect with style and personality? Do extroverts make better leaders? Does your organizational value and reward both introverts and extroverts? During this session we will address these and other questions to spark a conversation and learn how companies have managed these intersections. Tisa Jackson, CHead of Global Diversity & Inclusion Practice Management, Microsoft

2:00pm

Flexibility Works! - Attracting, Engaging and Retaining Top Talent Through Work/Life Integration

Progressive leaders understand that attracting, engaging, and retaining top talent across the generations is more essential than ever. These leadersy recognize that quality of life and outcomes are not mutually exclusive. But how does an organization foster a more inclusive environment and culture with this in mind? Not a program, Flexibility Works! focuses on mutual collaboration and respect where employees gain a sense of well-being and contribute more fully to the organization’s mission. This session will provide information about trends and philosophies, and feature a case study on integrating flexibility and work/life effectiveness as a part of an organization’s broader inclusion strategy.

Jodi Davidson, Director Diversity & Inclusion Initiatives, SodexoRonald Guillory, District Manager, Sodexo

*DiversityInc. 2015 Top 50 Companies for Diversity

Main Conference August 23rd, 2016

Day 2

2:45pm Afternoon Networking Break

3:15pm

The Culture of Inclusion – How a Nearly 150-year old Company Revitalized its Commitment to a Diverse Workforce

In 2012, MetLife announced a new vision to be recognized as the leading global life insurance and employee benefits company and be known as world-class across any industry. With commitment and support from senior leaders, MetLife set out on a journey to achieve its aspiration, with diversity and inclusion serving as a key component of the organization’s transformation. Today, results from the Inclusion Index show the progress and improvement made in only three years. Key Learnings:• How a nearly 150-year old company revitalized its commitment to a diverse workforce by introducing the concept of a “culture of inclusion”• The key levers activated to achieve its world-class aspiration• Measuring accountability with the Inclusion Index

Elizabeth Nieto, SVP Global Chief Diversity & Inclusion Officer, MetLife

4:00pm

Closing Keynote: Building a D&I Strategy Focused on Innovation and Impact Recognizing the population shift that is occurring not just in the US but globally, Nielsen’s comprehensive diversity and inclusion strategy was built to provide clients with insights that would lead to innovative solutions to their business challenges. Nielsen’s 5- prong approach challenges the status quo, breaks barriers, and welcomes creativity and innovation. It also fosters an environment where continuous improvement is driven not just by the diversity and inclusion team but by each business unit leader. During this session, we will ‘connect the dots’ between diversity and inclusion strategy and business impact: • Review Nielsen’s 5- prong approach• Examine The levers used to improve Nielsen’s standing on the DiversityInc Top 50 list • Hear examples of business impacts driven by the inclusion of innovative solutions • Learn about the tools used to further the strategy

Angela Talton, Chief Diversity Officer, Nielsen

*DiversityInc. 2015 Top 50 Companies for Diversity

5:00pm Conference and Day 2 Sessions Conclude

Main Conference August 23rd, 2016 August 23rd, 2016

Day 2

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