CEO TECHNOLOGY ROUNDTABLEWorking Together for an Inclusive Workplace: Corporate Responsibility in Diversity and Sustainability

Roundtable Objectives1. Discover methods for creating a welcoming

environment that embraces all difference and equality in hiring policies.

2. Examine actions that companies can take to incorporate diversity and inclusion into corporate sustainability policies and practices.

3. Explore methods that corporations can use to safeguard that their diversity and inclusion commitment is implemented throughout their value chain.

4. Ascertain procedures for developing leadership at multiple levels that is diverse, regularly communicates the value of diversity, and builds the capacity for open and candid diversity conversation

Panelists

1. Steve Isakowitz, CEO The Aerospace Corporation

2. Tony Moraco, CEO SAIC

3. General Gustave Perna, Commanding General of the U.S. Army Materiel Command

4. Christopher Jones, Northrop Grumman Corporation Corporate Vice President, President Technical Services Sector a. (2016 Black Engineer of the Year recipient)

Pronouncements & Accolades“We believe that creating a work force and a workplace that values diversity and fosters

inclusion is pivotal to promoting innovation and increasing productivity and profitability”. Northrop Grumman

Corporate social responsibility (CSR) is a merger of business and community that works to improve the society that both share. The Aerospace Corporation’s leadership and employees have been committed to CSR since the company’s founding in 1960, with employees consistently contributing time and money to diversity, social, and environmental programs.

"Diversity is an integral component of business success that embraces all-inclusive teams bringing together a wide range of perspectives, skills, and experiences to develop the most innovative solutions for our customers."Tony Moraco, SAIC Chief Executive Officer

"The Army’s diversity vision is to be the national leader in embracing the strengths of diverse people in an inclusive environment. This includes investing in and managing talent, valuing individuals and developing culturally astute Soldiers and Civilians who enhance our communities and are prepared for the human dimension of leadership and global engagements” ARMY Diversity Office

Why are we still having this conversation about diversity & inclusion?

Not Easy, But Necessary

• What measures are your organizations taking to encourage behaviors that promote comfort among diverse groups to leverage the benefits of a diverse workforce?

• What internal actions does the Army take to ensure workforce inclusion

Researchers largely agree that “A diverse mix of people can generate innovations in products, services, processes, or other solutions that might not be apparent to individuals enmeshed in the status quo or to more homogenous groups.” Yet research also confirms that there are a number of factors which make harnessing diversity’s potential for innovation challenging. Teams with diverse members might have more difficulty forming a cohesive group as they can lack the degree of comfort, common ground and shared history that a homogeneous group might share.

Goals, Quotas, Targets, Balance, Representation???

• What are your thoughts on setting diversity goals, what does that mean, what does it look like? How does the Army achieve its civilian hiring diversity goals?

• What are your thoughts on linking those goals to executive compensation?

• Where compensation is not an option, like in the case of the military, what other options are there? How do Army senior leaders provide oversight and accountability for the Army’s Diversity and Inclusion Strategic Plan?

In 2014 Healthcare Executive published an article entitled “Diversity in the C-Suite.” In that article it was noted that one organizations tied executive compensation to diversity targets for the systems top 200 senior leadership positions. They called it a matter of accountability. They set goals for diversity the same way they set goals for quality, safety and other important aspect of their business.

How is it going?

• What challenges do members of underrepresented groups face when aspiring to higher levels of management and leadership?

• What have your companies done well that has moved the needle against your goals?

• Where have your organizations missed the mark if at all, and why is it challenging?

• At what organizational layer do the impediments reside?

It’s all About Leadership

• Given that each of you has grown as leaders in promoting D&I, what do you share with your most senior leaders about your expectations on their growth relative to D&I?

• The first part of this workshop objective is about developing leadership at multiple levels that is diverse. Share with us the types of programs and other strategies you are pursuing to grow a more diverse leadership pool

Your Commitment to STEM

• What else must be done to ensure the adequacy of the STEM pipeline and

• b. What specific actions are you holding yourselves accountable with regard to STEM education and the growing STEM pipeline?

Intersectionality, bias, the generational divide, privilege, and political polarization are also matters that leaders are coming to terms with.• How have these organizational and societal

realities impacted your decision making relative to the sustainability of your enterprises?

• How have you responded to incidents of bias or other counterproductive behaviors and what instructions have you given your senior leaders regarding the same?

…and What About Training

• Has D&I focused training impacted overall employee engagement and the hiring and promotion of underrepresented in management and leadership ranks?

• Has this training made a difference in innovation, productivity, sustainability, etc.?

Each of your organizations with the exception of the Army, promote some type of affinity group program (ERGs, BRGs). How are these groups helping to fulfill the D&I targets and other sustainability efforts across your enterprises?• Are these groups impacting the business and promoting the

value chain?

• Why is it a good idea to participate in these groups?

• The military doesn’t formally promote affinity groups yet the army’s workforce is among the most diverse organizations in the world. How is the Army able to achieve its diversity roadmap goals and objectives without promoting affinity groups – not a judgment call but curious inquiry?

2017 - 2027

If we gathered here 10 years from now for a CEO panel on D&I …

• What will we be talking about? • What will this panel look like? • What will have changed?

Questions and Answers• Approach the

microphone • State your name

organization and role/function

• Ask questions related to each of the responses given or that are relevant to the workshop objectives

• Question should be succinct with only the necessary contextual content to make it relevant

Workshop Objectives1. Discover methods for creating a welcoming

environment that embraces all difference and equality in hiring policies.

2. Examine actions that companies can take to incorporate diversity and inclusion into corporate sustainability policies and practices.

3. Explore methods that corporations can use to safeguard that their diversity and inclusion commitment is implemented throughout their value chain.

4. Ascertain procedures for developing leadership at multiple levels that is diverse, regularly communicates the value of diversity, and builds the capacity for open and candid diversity conversation