Charities @ Work 2012 Summit Weaving Engagement Up, Down and Across the Organization

Charities @ Work 2012 Summit

Weaving Engagement Up, Down and Across the OrganizationApril 4, 2012, 2:15-3:30

Presenters:

Malika Harrison, Community Engagement and Communications Specialist, Alcoa Foundation

Christopher Montross, Managing Director, Aetna Community Relations & Urban Marketing

Ann Sullivan, HR Office Manager, Financial Industry Regulatory Authority Moderator: Lina Klebanov, Deputy Director Corporate Social Responsibility, Marsh & McLennan Companies

Weaving Engagement Up, Down and Across the Organization

Agenda

This dynamic panel will discuss their successes engaging colleagues from across business units and even businesses. Panelists with talk about methods of communication, key steps to creating buy-in across departments and strategies to build and promote successful partnerships.

Aetna - Engagement Strategy

Alcoa - Global Month of Service

FINRA - Signature Program, Operation Hope

Community RelationsMission/Vision/Core Competencies

/Mission:To support Aetna's business objectives by deepening our market presence in the communities we serve.  We achieve this through locally designed and targeted efforts that maximize investments, form long-term partnerships and leverage the power of employee engagement and volunteerism. 

/Vision:To enrich our communities worldwide by promoting innovative tools and resources addressing unique segment needs and reaching populations on their terms thus strengthening Aetna’s reputation as a leading corporate citizen and company of choice.

/Core Competency Statement:Community Relations & Urban Marketing’s core competency is relationship management. Through the maintenance of strong internal and external relationships, the organization acts as a catalyst for change by creating a strong brand that favors consumer preference.

Community RelationsEnterprise Strategy

Accelerate profitable growth by providing the business segments with key relationships to in understanding the needs of a diverse set of prospects and customers will:

•Expand the universe of potential customers•Maximize networking and partnership opportunities•Increase involvement in community (speaking engagements, employee volunteerism, executive sponsorships, and PR related opportunities)•Support market/product development and introduction in collaboration with segmentsby overlaying market data and local relationships•Position Aetna as “customer preferred” in multicultural/multilingual markets•Strengthen local communities around the globe

Our Collaborative efforts will:

1.Enhance Aetna’s image and reputation, particularly as a neighbor and company of choice2.Build, strengthen and maintain community relationships that support Aetna’s business3.Encourage the effective utilization of technology in our communities4.Empower our employees to be contributing members of society5.Demonstrate Aetna’s core values through visible commitment to our communities

5

Aetna Community Engagement Model

Community Impact

Community Investment

AERO Volunteers

Executive Engagement

Urban Marketing

Event Marketing

Retail Marketing

Community Marketing

Localized campaigndelivery

Enterprise Consulting

Profitable Growth

Enterprise languagecapabilities

Volunteerism & Employee

Engagement

Event and Trade Show consistency

Aetna Partnership Components

Cost vs. Value

Multi Media Reach

Partnership Reputation

Targeted Demographics

Current Aetna Engagement

Objective

Activation and Cost

ImpactMembership vs. Brand

Community Relations: Desired End-State

1. Ensure Aetna’s community visibility and relationships in designated growth markets support sales, retention and local marketing efforts.

2. Achieve greater local and national presence through the integration of community involvement efforts with media relations, communications, marketing and community involvement efforts.

3. Enhance Aetna's brand awareness and business objectives in targeted markets through numerous alliances.

4. Increase the availability of Aetna tools and resources in other languages (e.g. Spanish, Mandarin, etc.)

5. Develop communications strategies to more effectively articulate Aetna Corporate Citizenship and its long history of community involvement and impact.

6. Engage and motivate Aetna employees to help Aetna achieve operating excellence.

Founded in 1888

200+ locations in 31 countries

2011 revenue - $25 billion

Award-winning sustainability leadership

Largest producer of aluminum in the world

Alcoa at a Glance

Number of Employees (2011)U.S. 26,000Europe 17,000Other Americas

11,000

Pacific 7,000

61,000

DefenseIndustrial Products and Services

Consumer ElectronicsPackagingAerospace and Transportation

Aluminum Plays a Significant Role in Key Industries

Building and Construction

Alcoa Contributes Dollars, Time, Products and Assets

In 2011, Alcoa employees volunteered more than 900,000 hours.

Alcoa Foundation contributed more than US$21 million to nonprofit organizations throughout the world in 2011.

Our Support Focuses on the Geographies Where We Operate

Australia

Russia

United States

Canada

Brazil

China

Europe

Guinea

Iceland

Jamaica Saudi Arabia Suriname

EVP held annually in October

Mobilizes Alcoa's global workforce to volunteer

Making a positive difference in communities where we live and work

Strengthening communities to maintain our license to operate

Month of Service

Toolkit Logo, Posters, Web

Banners Leadership Endorsement

Letter Internal Newsletter Article

Template Local Press Release

Template PowerPoint slide for

Closed-circuit TVs

Message from CEO

e-Card

QR code

Alcoa Update

Social Media

Communications

Lead Team Support

Participation Targets

Leadership Engagement

Photo Contest

Surprise Grants$10,000 surprise grants

awarded by leadership in key geographies

Involve Retirees, Families and Friends

Engagement

A record 56% of employees participated in

more than 1,200 events across 24 countries

56% Participation for 2011 Month of Service

2011 Participation• 100% Executive Council participation• More than 100,000 families, friends, community members • More than 700 retirees• 378,000+ hours volunteered

2011 Community Impact• 88,000+ cans recycled• 34,000+ trees planted• 1,800+ NGOs involved• 9,000 meals served• 360+ schools benefited• 81,000+ children assisted• 890,000+ community members benefited

Month of Service:Increasing rate of employee participation

Employees Participating

16%24%

37%49%

2007 2008 2009 2010 2011

17,179

21,975 22,781

29,341

31,327

56%

Operation HOPE at FINRA

Financial Industry Regulatory Authority

FINRA is the largest independent regulator for all securities firms doing business in the United States.

We oversee nearly 4,435 brokerage firms, 161,450 branch offices and 630,155 registered securities representatives. Our chief role is to protect investors by maintaining the fairness of the U.S. capital markets.

FINRA has approximately 3,200 employees and operates from Washington, DC, and New York, NY, with 20 regional offices around the country.

Financial Industry Regulatory Authority- Partners with Operation

Hope

We introduced Operation Hope at FINRA last fall in 2011. CEO Rick Ketchum thought this program partnered with our FINRA mission while also promoting employee volunteerism across our organization.

Initiated a pilot program by recruiting 50 volunteers through out our organization.

FINRA Program Goals

Partnering with Operation HOPE allows FINRA to further support its mission of Investor Protection and Market Integrity by:

Educating future investors in traditionally underserved communities. Increasing the awareness of FINRA and our mission in the communities

where we have a presence. Increasing the awareness and understanding of the value of diversity

(thought, economic status, demographic) amongst our employees and in our communities.

Providing opportunities for FINRA employees to actively participate in enhancing a diverse, inclusive and respectful environment at FINRA and in our communities.

FINRA’s Partnership with Operation Hope

How did we develop the program pilot across departments?

Diversity Leadership Council (25 members serve from across company departments)

Pointed a Program Manager and Program Coordinator

How did we communicate this initiative across our organization?

Partner with Corporate Communications to develop e-mails Intranet postings on our intranet site featured it in Employee news Top down – Officers communicated it to there managers Talked about it at our monthly Town Hall meeting Held informational web-ex sessions

FINRA Next Steps

Submit online Volunteer Interest Form Must be in “good standing” Must receive written confirmation of support from management Up to 50 volunteers will be selected Program is available in all FINRA locations; minimum of 4

volunteers per location iOnce Notified of Your Selection, Attend All Training Events

Web-based training Local training events as coordinated by HOPE local representatives

Conduct 2 Banking on our Future sessions in 2011-2012 academic year Coordinate volunteer dates with the Diversity and WorkLife Group Secure written manager confirmation Notify the FINRA HOPE coordinator

Operation Hope Current State

Employees are enjoying the program and finding it rewarding.

“Meeting with a training prior to the event with Jose was beneficial and inspiring, Jose went through the curriculum and gave tips/stories that they were able to use during the session”

“The session put the employees at ease for the session and it was nice to have his guidance”

“Event was very organized” 

“The event on 2/15 went very smoothly – Tara was very organized”

“Had a lot of fun with the children”

Future of Operation Hope at FINRA

The Operation Hope pilot was very successful.

In 2012 the program will be expanded to all employees.

Operation Hope is a great way for FINRA to educate and protect future investors.

Continue to evaluate the program and it’s successes and look for ways to improve the program.

Thank You

Questions and Discussion