charities @ work 2012 summit weaving engagement up, down and across the organization
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Charities @ Work 2012 Summit Weaving Engagement Up, Down and Across the Organization April 4, 2012, 2:15-3:30 Presenters: Malika Harrison, Community Engagement and Communications Specialist, Alcoa Foundation - PowerPoint PPT PresentationTRANSCRIPT
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
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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