FALL 2018

Diversity & Inclusion
in Corporate Social
Engagement
A CECP ACCELERATE PROJECTFUNDING PROVIDED BYABOUT CECP:THE CEO FORCE FOR GOOD
CECP is a CEO-led coalition that
believes that a company’s social
strategy — how it engages with key
stakeholders including employees,
communities, customers, andinvestors — determines company
success. Founded in 1999 by actor andphilanthropist Paul Newman and otherbusiness leaders to create a betterworld through business, CECP has
grown to a movement of more than
200 of the world’s largest companies
that represent $6.2 trillion in revenue,$18.4 billion in societal investments,
and 4 million hours of employee
engagement. CECP helps companies
transform their social strategy byproviding customized connections
and networking, counsel and support,benchmarking and trends, andawareness building and recognition.
For more information, visit cecp.co.
Download additional copies of thisreport at cecp.co/home/resources/.
When referencing findings from thisreport, please list the source as:
Diversity & Inclusion in Corporate
Social Engagement.
Copyright © 2018 by CECP
Contact us: +1 212.825.1000
or info@cecp.co

Contents

Context and Purpose

2

Business & Society: A Transformation
Diversity & Inclusion Inquiry: Scope & Objectives
Distinctions
Research Findings

4

Overview
Key Trends & In-Practice Guides
Future Focus

12

Guidelines for Diversity & Inclusion in Corporate
Social Engagement
Accelerate Community: Diversity & Inclusion in Corporate
Social Engagement
Appendix

14

Project Methodology
Sources

CECP | DIVERSITY & INCLUSION IN CORPORATE SOCIAL ENGAGEMENT

1I. Context and Purpose
BUSINESS & SOCIETY:
A TRANSFORMATIONThe relationship between businessand society is undergoing profoundtransformation. Leaders in corporate,
government, and civic society are
increasingly calling for business torethink its fundamental purpose, lookbeyond economic value, and make amore meaningful impact on social issues.
Demographics are changing faster thanever: Whites are now the numericalminority in a half dozen states, andthey will be the nation’s numericalminority in a little more than 25 years.1
From a business standpoint, inclusivecompanies enjoy 2.3 times the cash
flow of other companies. They are also
1.7 times more likely to be innovation
leaders and 70% more likely to capture
new markets.2 Citizens’ voices are alsostrong and clear in demanding morefrom business, while the power andspeed of social media is adding a uniquesense of intensity and urgency to it all.
CECP’s monitoring has spanned a rangeof perspectives, including structure,accountability, and reporting.
In response, there are new andpromising signs. Investors’ increasinguse of environmental, social, andgovernance (ESG) criteria to guidemajor financial decisions; the business
community’s rapid embrace of the
UN Sustainable Development Goals(SDGs) as a strategic framework; andthe mobilization of employees andresources to engage more young peoplein science, technology, engineering,and math (STEM) over the last
decade are all evidence that business
1 Frey, William H. (2014). “New Projections
Point to a Majority Minority Nation in 2044.”
Brookings.
2 Bersin by Deloitte (2015). ““High-Impact
Talent Management: The New Talent Management Maturity Model.”2

FIGURE 1 DIVERSITY & INCLUSION EVOLUTION IN THE U.S.
PERIOD
60s

70s

90s

Todayforward

Equal Employment
Opportunity

Affirmative
ActionPromoteDiversity

Diversity &Inclusion

Eliminate
discrimination forprotected classes /reduce legal risk
through compliance

Actively promoteequal opportunity

Broader definition to
include religion,
cultural backgrounds,
LGBT, different waysof thinking

Make explicit linkage
between workplaceand marketplace toenhance innovation,
teamwork, and obtain
the best talent

FOCUS

The Association for Talent Development (ATD)

has the potential to be an innovative
collaborator in social value creation.

DIVERSITY & INCLUSIONREPORT: SCOPE & OBJECTIVESAs business embraces this purposedriven leadership more fully, CECP
has been tracking a growing focus ondiversity and inclusion (D&I) amongcorporate social engagement (CSE)
executives. CECP’s monitoring has
spanned a range of perspectives,
including structure, accountability,
and reporting. While interest andactivity in integrating D&I into CSE
portfolios is building, a gap exists
in formal in-sector collaboration
around strategy, frameworks, andbenchmarks.
In addition, while the perspective of
business on D&I has evolved overthe last decades (Figure 1), mostrecently, D&I issues such as race,
gender, and immigration have erupted
into deeply emotional, highly charged
cultural flashpoints that are putting
enormous stress on social and politicalnorms. For business leaders seeking toadvance D&I, the result is an especiallychallenging, high-risk, and complex
operating environment.

CECP | DIVERSITY & INCLUSION IN CORPORATE SOCIAL ENGAGEMENTWith funding and support provided
by the Walmart Foundation, CECP
conducted formal research into therole CSE plays in advancing D&I in the
U.S. to further assess the gap and its
implications for the D&I and CSE fields.
This report set out to understandspecifically how companies are using
their CSE efforts — philanthropy, in-kindgiving, volunteerism, and community
partnerships — to address issues related
to D&I. The inquiry also sought toidentify opportunities to deliver greater
impact and effectiveness.
Over the course of the inquiry, CECP
interviewed six subject matter experts
and corporate practitioners from 14
companies and surveyed(online) 58 CSE professionals from52 companies representing a wide
range of industries. In addition, CECP
conducted secondary research ofcurrent D&I literature from more than
50 sources representing corporate
and foundation engagement in D&I,
including analyzing CSR reports fromDiversity Inc. Top 50 Companies andreviewing foundation publications andresearch. A detailed summary of theresearch methodology is provided in
the appendix.

This white paper — the report’s
culmination — identifies and sharesactionable insights and best practices
that:■ Equip CSE professionals with thelatest knowledge and methods toadvance their organization’s CSE
efforts to address issues of D&I.
■ Help accelerate D&I efforts via CSE
strategy and the success of the field.
■ Provide case studies that offer
inspiration and valuable insights topractitioners embarking on this work.
In addition to the white paper, CECP
launched an Accelerate Community
focused on continuing to advanceD&I through CSE. Participants in the
Accelerate Community joined thiscorporate peer learning cohort to further
explore the key issues uncovered inthis report through collaboration,
sharing best practices, and identifying
strategies and programs that leverage
CSE to progress D&I.
Since its founding, CECP and its
member companies have been at thecenter of managing the relationshipbetween business and society during
challenging times and for challenging
social issues. CSE professionals bringa unique mix of knowledge, skills, andrelationships that are well-suited todevelop new, more effective strategies,
frameworks, and programs to address
the particular challenges of D&I. CECP

hopes the combination of this inquiry
and the Accelerate Community will be avaluable contribution to the CSE field.

DISTINCTIONS
D&I terminology often varies acrossand even within companies. To provide
clarity and a shared understanding, thefollowing distinctions are used in thispaper. They represent widely accepted
definitions from established, credible,
leadership organizations working toadvance D&I.
■ Diversity: The variety ofsimilarities and differences amongpeople, including but not limited to:gender, gender identity, ethnicity,
race, native or indigenous origin, age,generation, sexual orientation, culture,religion, belief system, marital status,
parental status, socio-economic
difference, appearance, language
and accent, disability, mental health,education, geography, nationality,
work style, work experience, jobrole and function, thinking style, andpersonality type.3■ Inclusion: A dynamic state ofoperating in which diversity is levered
to create a fair, healthy, and highperforming organization or community.
An inclusive environment ensuresequitable access to resources and3 O’Mara, J., Richter, A., et al. (2014). “Global
Diversity and Inclusion Benchmarks: Standards
for Organizations Around the World.” The Diversity Collegium.

opportunities for all. It also enables
individuals and groups to feel safe,
respected, engaged, motivated, andvalued, for who they are and for theircontributions toward organizationaland societal goals.4■ Equity: The just and fair inclusion
into a society in which all canparticipate, prosper, and reach theirfull potential.5
In the context of D&I in companies
specifically, the distinction between
internal and external activities is an
important one. CECP provides thefollowing distinctions for use inthis paper:■ Internal Diversity and Inclusion:
D&I-related efforts that are internal,
company-facing and are typically tied
to tangible, shorter-term businessobjectives, such as talent diversity.
■ External Diversity and Inclusion:
D&I-related efforts that are externalfacing and seek to engage and/or
benefit individuals and communities
outside a company. These efforts
can be tied to longer-term businessobjectives and/or philanthropic
objectives.

4 Ibid5 PolicyLink (2015). “The Equity Manifesto.”

CECP | DIVERSITY & INCLUSION IN CORPORATE SOCIAL ENGAGEMENT

3

II. Research Findings
OVERVIEW
Findings from this report provide clear
evidence that companies recognize
the need and opportunity to address
D&I through CSE efforts more
effectively. The results of CECP’ssurvey, SME interviews, practitioner
interviews, research, and analysis
consistently underline that recognitionand especially the opportunity
CSE offers to enhance strategy,
strengthen programs, and ultimately,
help drive the progress companies andsociety need.
The findings are organized as follows:■ Key Trends: CECP identified six
key trends that reflect companies’changing approach to addressing
D&I through CSE today. Each trend issummarized in this section.
■ In-Practice Guides: While theresearch found that often, bestpractices for CSE in D&I are stilldeveloping, the findings do provide
clear, productive guidance for CSE
practitioners seeking opportunities
to put the concept of advancing D&I
through CSE into practice inside theircompanies. To inform this, each key
trend is followed by an “In-Practice
Guide” that includes case studies andkey takeaways. These guides are notintended to be strict prescriptions fordetailed action but rather, to offer
overall direction to CSE professionals.
There are five company case studies
noted in this paper.
In total, the combination of the six key
trends and In-Practice Guides provides
a framework supported by concrete
examples drawn from company
examples, interviews, and the analysis
and research of D&I in CSE by CECP.

TREND #1: Companies are
increasingly addressing D&I
through CSE and expect thistrend to continue.
The movement toward connecting
companies’ D&I and CSE efforts moreclosely is well underway. The vast
majority of companies are alreadymaking this connection, and mostare achieving it through taking acomprehensive approach to CSE. The
online survey CECP conducted for thisresearch showed 95% of companies
surveyed currently consider D&I
within their CSE efforts (Figure 2).

FIGURE 2 DOES YOUR
COMPANY CONSIDER
DIVERSITY AND INCLUSIONWITHIN ITS CORPORATE
SOCIETAL ENGAGEMENT(CSE)? N=58

YES
95%

NO
5%

The survey also found companies aretaking an inclusive approach that spans
their CSE efforts, with almost 80%
integrating a D&I lens across all issue
areas of their philanthropic portfolio.
Only 17% of companies surveyed are
addressing D&I through CSE with astand-alone effort focused specificallyon diversity.
What’s more, companies clearly expect
this movement to continue. Almost 80%

4

CECP | DIVERSITY & INCLUSION IN CORPORATE SOCIAL ENGAGEMENTof companies surveyed say they expect
their commitment to D&I to increaseover the next two to three years.
According to interviews with corporate
practitioners, a key driver of thisincreased commitment is the charged
political and social climate, which
has intensified pressure from bothinternal and external stakeholders oncompanies to do more. Specifically,
stakeholders are increasingly holding
companies accountable for taking
clear and meaningful actions on
issues of D&I, and for providing
more transparency and reportingon those actions and their impacts.
Millennial stakeholders, both internal(recruitment and retention of talent)and external (civic organizations/activists and beneficiary audiencesof company philanthropy), were
frequently cited during corporate
practitioner interviews as a primarysource of this increased pressure.
D&I covers a range of issues.
Companies surveyed said they focus
on issues of gender and race mostfrequently when integrating CSE
efforts into D&I (Figure 3).

IN-PRACTICE GUIDE #1
PwC offers an example of a company’s
increasing commitment to D&I,
engaging CSE more deeply in thateffort, and responding to increased
societal pressures. U.S. Chairman andsenior partner Tim Ryan was inspired
to address the issue of race within thefirm. Initially, PwC created channels
for employees to hold conversations
about race in the workplace and thechallenging and divisive events thatwere occurring in the U.S. As the
success of these conversations grew,
it led to Ryan’s and PwC’s launch of
the CEO Action for Diversity andFIGURE 3 WHICH OF THESE DIVERSITY STRANDS DOES YOUR
COMPANY FOCUS ON WHEN INTEGRATING DIVERSITY AND
INCLUSION INTO YOUR CSE EFFORTS? N=47

■ When developing strategy, CSE
professionals most often take acomprehensive strategic approachto D&I (across CSE investment
strategies), rather than a singularapproach (one CSE investment
strategy).

Options don’t refer to internal initiatives that benefit your company’s employees.
You can select more than one option.
38

38
33

33

■ Companies are responding toincreased stakeholder and societalpressures by acting on D&I issues innew, more visible ways.

26
19

19

19

17
14

14

13
10
4

4

Age
Nat
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Rel
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us

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5

ioSoc

“…addressing diversity and inclusion is not acompetitive issue, but a societal issue.”— CEO Action for Diversity & Inclusion
Inclusion initiative. Today, throughthis, more than 450 CEOs of theworld’s leading companies andbusiness organizations work to lever
their individual and collective voices
to advance D&I in the workplace. With
the increasing societal unrest in mind,
it is useful to note that CEO Action
describes D&I as a social issue — notsimply a business one — as stated on
the company’s website: “…driven by arealization that addressing diversity
and inclusion is not a competitive
issue, but a societal issue.”■ Companies that are hesitant or
lagging in addressing D&I through CSE
face the increasing risk of negative
impacts from these stakeholder
groups.

Most companies surveyed cited their“desire to achieve social impact/
greater good” as one of their top
three motivations for addressing
D&I through CSE. In fact, 100% of
respondents cited it as one of their top
three choices. The next most frequent
response was “developing a more

FIGURE 4 FREQUENCY OF CHOICES WITHIN THE TOP THREE
MOTIVATIONS TO INTEGRATE D&I IN CSE EFFORTS N=58
45

32
26

KEY TAKEAWAYS■ Considering D&I issues through thelens of CSE is now a well-establishedpractice for companies.
■ Key stakeholder groups, primarily
Millennials, continue to demand morefrom companies in addressing D&I
issues. This pressure reflects current
social changes and unrest.

TREND #2: Companies’ primary
motivations for advancing D&I
through CSE are two-fold: toachieve social impact and todevelop a more diverse talentpipeline.
As companies have begun to consider
their D&I in CSE efforts, it’s important tounderstand their primary motivations forthis change. Knowing these motivations
provides insight into companies’
inclinations in strategy, partner selection,and program development.

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6

20

8
Socialimpact/Greatergood

Developinga morediversetalentpipeline

Employeedemand/expectations

Connecting
to a morediversecustomerbase

Consumerdemands/
expectations

6
Other(pleasespecify)

3
Publicaffairs tool1
Compliance/
legal
requirements

CECP | DIVERSITY & INCLUSION IN CORPORATE SOCIAL ENGAGEMENT

5

“We’ve placed more emphasis on doing it in a way that is sustainable —we want to do good and also want to ensure a future for Qualcomm.”— Qualcomm

diverse talent pipeline,” with 77% ofcompanies citing it as one of their top
three motivations. Third was “employee
demand/expectations” with 58% of
respondents citing it as one of their
top three motivations (Figure 4).
The close relationship between “social
impact/greater good” and “developinga more diverse talent pipeline” — andhigh priority they share — was evenmore pronounced in the interview
phase of the report. It’s clear thatcompanies are highly motivated bythese two factors and are seeking
ways to effectively address both.

IN-PRACTICE GUIDE #2
One example of a company
successfully addressing both “social
impact/greater good” and “developinga more diverse talent pipeline” isQualcomm. While supporting external
inclusion and diversity issues has beenpart of Qualcomm’s culture from theoutset (Qualcomm uses the term
inclusion and diversity), the company
has placed more emphasis on doing it in
a way that is sustainable, by balancing
a desire do good with ensuring a
successful future for Qualcomm. This
has resulted in a stronger focus onleveraging the company’s CSE efforts
to support developing a more diverse
talent pipeline, specifically integrating
Qualcomm’s philanthropic efforts into
STEM education.
For example, one of Qualcomm’s leading
community partnerships is with FIRST,
a national nonprofit that seeks toinspire young people to be science andtechnology leaders and innovators byengaging them in exciting mentor-based
programs that build science, engineering,and technology skills. In addition to
Qualcomm’s general support of FIRST,
6

the company directs a portion of its
investments to support programmingtargeted at increasing the diversity in the
nonprofit’s robotics teams.

KEY TAKEAWAYS■ Companies’ top motivators forleveraging CSE to advance D&I
efforts are:Achieving social impact/greater
good.

■■ 

Building a more diverse talentpipeline.

■■ ■ The high prioritization of thesetwo primary motivations and close
relationship between them present key
opportunities for CSE practitioners,
including:
Leveraging these shared motivations
inside a company to encourage
collaboration across functions
and avoid the traditional problem
of individual, isolated efforts bydifferent departments (e.g. HRefforts unrelated to CSE efforts).

■■ 

Developing strategy that looks toaddress D&I alongside other CSE
goals.

■■ TREND #3: Developinga strategic, integrated
approach to D&I is the biggest
challenge — and opportunity.
CSE practitioners now recognize acritical need to achieve greater strategicalignment between internal and external
D&I efforts. This lack of strategicalignment within companies was cited
most often by survey respondents as
the biggest challenge they face (Figure5). Only 25% of companies surveyed
said their internal and external D&I
efforts were “very aligned.”
To achieve greater strategicalignment, companies are developing
new and innovative approaches
to organizational strategy — howcompanies choose to organize
functions, reporting structures, andresponsibilities — and employee
engagement. Results of these new
approaches offer encouraging signs to
CSE practitioners.
For example, some companies havecreated new, blended senior-level roles
with dual-responsibility for overseeingboth corporate philanthropy andcorporate D&I strategy. Examples of

FIGURE 5 WHAT ARE THE MAIN CHALLENGES YOUR COMPANY IS
FACING IN TERMS OF INTEGRATING DIVERSITY AND INCLUSION
INTO YOUR CSE EFFORTS? N=37
Lack of strategic alignment within
the company

7

Measurement challenges

6

Lack of resources4

Lack of clarity of priorities/needs
Lack of collaboration/coordination/communication between units

CECP | DIVERSITY & INCLUSION IN CORPORATE SOCIAL ENGAGEMENT

43Full answer choices displayed in Figure 8

companies taking this approach andthe specific roles established include
the following (see table):pursued the coordination of D&I
Councils or Steering Committees
that include leadership from across

UPS

President of the UPS Foundation and Chief Diversity & Inclusion
Officer.

Prudential Financial

Senior Vice President, Diversity, Inclusion & Impact and Chair; andPresident, The Prudential Foundation.

PSEG

Chief Diversity Officer; Foundation President; Senior Director,
Corporate Citizenship and Culture.

Survey results show that this blended
approach to organizational strategy,
or dual responsibility for internaland external D&I efforts, appears
to improve strategic alignment. The
percentage of companies that had thesame department overseeing bothinternal and external D&I efforts washigher among companies that definedthemselves as “very aligned” in termsof the company’s resources, strategies,
and goals dedicated to external andinternal D&I efforts (Figure 6).
In addition to using organizational
structure to achieve greater alignment,
companies are developing new andinnovative employee engagement
efforts to achieve the same result.
Corporate practitioner interviews
revealed that many companies have

FIGURE 6 PERCENTAGE OFCOMPANIES OVERSEEING BOTH
INTERNAL AND EXTERNAL
D&I EFFORTS BY THE SAMEDEPARTMENT N=44
82%

73%
57%

Very
AlignedSomehow
AlignedNeutralAlignment in terms of Company’s Resources,
Strategies, and Goals towards Internal andExternal D&I Efforts

various functions including HR, CSR,
and philanthropy, to support thecoordination and execution of an
integrated D&I strategy.

IN-PRACTICE GUIDE #3■ EY offers an excellent example
of a company that has developed astrategic, coordinated approach that
addresses D&I both internally andexternally. For example, the company
has established a Global Steering
Committee  —  a group of seniorleaders across the company whose role
is to champion, support, and integrate
D&I globally, across the organization.
EY also takes full advantage of thefact that the company has a wide
range of internal employee networkgroups across diversity strands. CSE
executives often engage employee
networks in philanthropy strategy andgrant-making to relevant, external
D&I organizations.

KEY TAKEAWAYS■ Companies surveyed identified
integrating internal and external D&I
strategies as their principal challenge.
■ Companies are finding traditionalorganizational structures lacking andare creating new roles to help drive an
integrated D&I strategy. These newroles combine senior-level functions
that have often been separate anddistinct into one blended role.
■ Employee networks offer
significant potential to engage
employees in developing andimplementing an integrated strategy
for D&I in CSE. (More information
on employee networks/Employee
Resource Groups (ERGs) is provided in
Trend #4).

TREND #4: Employees — at alllevels — have a critical role inadvancing D&I efforts.
The inquiry consistently found acrosscompany interviews, survey results,
and secondary research that the roleof employees in shaping and delivering
effective D&I strategy and execution
is critical. Whether senior executives
in the C-suite, employees who takeleadership roles in ERGs, or frontline
employees, they all have vital roles inadvancing D&I in their companies. CSE
leaders at Prudential summarized thisfundamental point well, describing thecompany’s philosophy and approach to
D&I as “enterprise-wide with C-suite
accountability.”
As expected, the role of C-suite
executives is essential. Company leaders
can establish D&I as an organizational
priority, remove obstacles, support D&I
initiatives, and serve as an example“Neither a top down
or a bottom up
approach – alone –will work, D&I needsa mixed approach.”— Katie Falk, Program Specialist,
American Honda Motor Company, Inc.
of the company’s commitment to
D&I. As mentioned earlier in the casestudy, PwC U.S. Chairman and senior
partner Tim Ryan is a strong example.
He took a clear, visible stand and madeD&I a company priority by powerfully
advocating for its importance tothe company and society; creating
and clearing an internal pathway for
progress and supporting the employee

CECP | DIVERSITY & INCLUSION IN CORPORATE SOCIAL ENGAGEMENT

7

WORDS MATTER: USING THE LANGUAGE OF D&I
A range of terms and language is used in D&I. Many are familiar — andoften misunderstood. Many elicit strong emotions — again, often based on
misunderstanding. As a result, companies should consider their choice of
D&I language carefully. To do otherwise can have unexpected and negative
implications.
For example, some stakeholders may interpret “diversity” as excluding certain
audiences or offering preferential treatment to others. Also, some stakeholders infer important principles from terminology. As an example, while thisfound most companies use the term “diversity and inclusion,” some advocate
strongly for “inclusion and diversity”
or “inclusive diversity” to emphasize
the inclusive culture they believe is a
key principle  —  essential to sustaining
diversity.
Another consideration is thatterminology often varies acrossdepartments within a company.
HR teams frequently use terms likediversity, inclusion and representation,
while CSR uses terminology that
includes social justice and equity.

“For us, it’s about
diversity AND
inclusion. It’s notenough to havediversity without
inclusion.”— Nicky Major,
Global Corporate Responsibility
Leader, EY

Companies should take the time toconsider the range of perceptions
and associations that can, often
unintentionally, accompany D&I terms. The following steps can help companies
choose the D&I language that best meets their needs and reduce the risk of
unexpected, negative consequences:■■ 
Ensure a clear understanding of the meaning of and distinctions between
D&I terms across all management levels of the company — especially senior
management.
■■ 
Review the definitions offered by credible organizations in the D&I
field and develop a practical, working understanding. The organizations
referenced in the Definition section and in the End Notes of this paper areuseful resources.

“People who talkabout equity arereally focused on
outcomes andimpact.”■■ Encourage open dialogue anddiscussion about the terms, their
meaning, and distinctions amongst
employees. ERGs can be an excellent
partner in organizing, leading, andresponding to these discussions.
■■ 
Consider how the terminology
being considered aligns with thecompany culture and goals.

— Kelly Brown, Founder andCEO, Viewpoint Consulting; ■■ Review terminology with key
Director, D5 Coalition external stakeholders and encourage
feedback.
8

CECP | DIVERSITY & INCLUSION IN CORPORATE SOCIAL ENGAGEMENT

efforts and resource commitments
needed to move the company forward
on that path.
While C-Suite support is essential, it is
only one ingredient in advancing D&I
inside companies. CSE executives fromthe American Honda Motor Company,
Inc. made this point clearly during
CECP’s interview process when they
stressed the need for a mixed approach.
“Neither a top-down approach or abottom-up approach — alone — will
work. D&I needs a mixed approach.
Strong support from the top andthroughout the organization.”
To build the “bottom-up” ingredient,
one of the most widely used andeffective tactics for CSE practitioners
is to engage ERGs more closely.
Survey results showed this was thesecond most frequently used tactic tosupport D&I, cited by more than half of
respondents (Figure 7).
CECP’s interviews surfaced a numberof opportunities for CSE practitioners
to engage ERGs, including offering
them access to philanthropy budgets, avoice in grant-making decisions — forexample, the nomination process — andresources. ERGs can also help identify
credible organizations in specificcommunities during times of crisis, suchas the Puerto Rican hurricane response,
surface local issues, and provide
volunteer support.
While CSE executives acknowledged
there can be challenges in closer
collaboration with ERGs — “the lines canget blurry between ERGs, philanthropy,
and CSR” — there was strong consensus
that ERGs are a key vehicle foradvancing CSE in D&I both internallyand externally.
For frontline employees, the research
identified that company-wide D&I
training — unconscious bias training,and conversations on differences,for example — is an emerging trend.
An increasing number of companies
are considering and implementing

FIGURE 7 WHAT TACTICS DO YOU USE TO SUPPORT DIVERSITY
AND INCLUSION WITHIN YOUR CSE EFFORTS? N=43
Monitor the internal diversity and inclusion metrics
of current or potential nonprofit partners andgrantees (i.e. gender distribution of board, race
representation of leadership positions, etc.)

MonitorNonprofit
Internal
Diversity 13

Provide guidance to nonprofit partners to help themadvance diversity and inclusion internally and/or in
executing their mission

Guidance toNonprofit Internal
Diversity
16

Monitor the internal diversity and inclusion metrics
of your internal staff team directing CSE efforts (i.e.
gender distribution; race representation, etc.)

Monitor Company’s CSE
Team’s Internal Diversity
21

Connect your Employee Resource Groups to CSE
decision making (e.g. give them the opportunity toprovide input on where philanthropic dollars areallocated)

Connect ERG’s to CSE
26

Use diversity and inclusion metrics as criteria for
selecting nonprofit partners and grantees (e.g. reachto diverse audiences, diversity and inclusion related
programming, demonstrated social impact)

this type of training and are reachingout to specialized D&I training andD&I-focused nonprofit organizations
to develop and deliver it across theorganization.

Use D&I Metrics to Select Nonprofits
32

inclusive culture and connect in a
credible, authentic way to diverse
communities and customers. PSEG
also uses a D&I council structure toadvance D&I across the company
more effectively.

IN-PRACTICE GUIDE #4
PSEG provides a strong example of
how companies can engage ERGs
more deeply and effectively. The
company, a diversified energy firmand one of the ten largest electriccompanies in the U.S., has a numberof Employee Business Resource
Groups (EBRGs is the term used at
PSEG) and CSE executives have
expanded their collaboration withthese groups to give them accessto company foundation funds.
EBRGs can use these funds tomake contributions to theorganizations of their choice.
EBRGs are also encouraged tosponsor volunteer events thatconnect employees to diverse
communities. PSEG believes thatengaging EBRGs in community
engagement efforts helps thecompany build a more

KEY TAKEAWAYS■ Advancing D&I via CSE efforts
requires both managing from the
top-down and bottom-up.
■ C-Suite executives are increasingly
taking visible positions and strong
actions on D&I issues. For CSE
practitioners, the result is increased
opportunities to integrate CSE in
D&I — work which is growing inimportance.
■ ERGs represent a key resource foraction, learning, and connection for
CSE in D&I.
■ Company-wide employee training incurrent D&I issues is being considered
and implemented more frequently.

TREND #5: Developing a clear
and strategic approach toaddressing equity is challenging
on multiple fronts.
Equity, as defined previously in thispaper, is “the just and fair inclusion into
a society in which all can participate,prosper, and reach their full potential.”
Inequity exists and is perpetuatedlargely due to structural barriers inpolitical, cultural, economic, and social
institutions. Its impact on diverse
populations is all-encompassing
and severe — limiting a lifetime ofpossibilities in education, employment,
housing, healthcare, civic engagement,
and more.
Despite its importance to advancing
D&I, the concept of equity is often
misunderstood. For example, it isfrequently confused with equality. In
simple terms, “equity” is concernedwith providing each person with fair

“You can’t get toequity withoutlooking at the barriers
and you can’t look at
the barriers withoutlooking at ourhistory of systemic,
structural issues.”— Kelly Brown, Founder and CEO,
Viewpoint Consulting;Director, D5 Coalitionand just access to what that person
needs to grow and prosper. Equality,
in simple terms, is concerned with
providing each person the same thing,regardless of what that person might
truly need to grow and prosper.
This report found evidence thatthe concept of equity among
participating companies is unclear.
While 80% of companies surveyed

CECP | DIVERSITY & INCLUSION IN CORPORATE SOCIAL ENGAGEMENT

9“We shifted our focus
to Health Equity –to concentrate on
health outcome
advances. Now,
when certain groups
are left out, we
ask – “‘What are thebarriers?’”— Mary Tullis Engvall,
Executive Director,
Cigna Foundation, Cigna
say they consider equity whenaddressing D&I in their CSE efforts, it
was most often defined as somethingother than the accepted definition(usually in terms of equality rather
than equity). What’s more, only 37% ofcompanies reported they are tracking
metrics related to changes in socioeconomic indicators that can provide
insight into impact on equity.
In addition to lack of clarity, anotherchallenge with regard to equity
was identified — that of strategy.
Specifically, how to identify anddevelop a strategic approach toequity that integrates it within thebusiness, addresses structural barriers,
and manages the great level of risk
associated with taking meaningful,visible actions on D&I issues in thecurrent highly charged climate of social
unrest. In fact, some companies citeda hesitation to address equity out ofconcern for being perceived as too“activist.”
The combination of these twochallenges creates potential fordisappointing results at most, andsignificant missteps at worst forcompanies that act with the best ofintentions, but operate on a less thanfull understanding of what is truly
required to impact equity.
10

At the same time, this intersection
offers some guidance. It suggests
there is potential to achieve
meaningful impact, when companies
ensure there is company-wide
understanding of and commitment tothe concept of equity and, based onthat understanding, collaborate withpartners to develop and deliver an
informed, thoughtful strategy that is
integrated into the business.

IN-PRACTICE GUIDE #5
Cigna’s CSE efforts provide a rareleadership example of addressing
equity in CSE efforts. Cigna developed
a new focus — addressing healthequity — specifically targeting groups
that experience a higher burden of
disability or disease, yet have more
limited access to healthcare services.
Cigna found that these healthinequities are often driven by society’s
structural barriers along racial, ethnic,
age and socio-economic lines. In short,“health equity” is a clear example ofthe effects of “D&I equity,” as seenin the healthcare industry. Cigna saw
this as an opportunity to target theircommunity engagement efforts toimprove health disparities among
specific communities, using a D&I lens.

For example, Cigna set out to address
breast health among African-American
women. The company noted that
African-American women in Tennessee
had significantly lower breast screening
rates and higher mortality rates frombreast cancer. In response, Cigna
invested in more targeted and relevant
communications, identified trusted
outreach channels, and brought
more screening facilities into thesecommunities. These efforts resulted in
improved screening rates, and Cigna also
saw a business benefit through providing
more preventative care services.
To successfully address D&I throughits CSE efforts, Cigna strives to workwith organizations that understand thecommunities the company is trying toreach. This includes finding partners
that are also sensitive to D&I efforts.
As part of its grant applications, Cigna
includes an entire section on diversity,
asking applicants to share details about
the audience they intend to serve andhow they plan to do it in a culturallycompetent way.

KEY TAKEAWAYS■ Ensuring there is company-wide
understanding of the concept of equity
as part of D&I efforts is critical.

FIGURE 8 WHAT ARE THE MAIN CHALLENGES YOUR COMPANY IS
FACING IN TERMS OF INTEGRATING DIVERSITY AND INCLUSION IN
YOUR CSE EFFORTS? N=37
Lack of strategic alignment within the company

7

Measurement challenges

6

Lack of resources4

Lack of clarity of priorities/needs

4

Lack of collaboration/coordination/communication
between units

3

Other

3

Lack of involvement from leaders

3

Implementation challenges

3

Lack of impactful partners

2

Not enough relevance1

Lack of tradition in D&I

1

CECP | DIVERSITY & INCLUSION IN CORPORATE SOCIAL ENGAGEMENT

■ Developing and delivering
meaningful strategies to address
structural barriers to D&I takes a highlevel of commitment and readiness onbehalf of a company.
■ Collaborating with credible
D&I organizations helps to ensure
effectiveness and manage the risk ofactions amidst the current social unrest
and challenges.
■ It’s important to consider managing
expectations for achieving results andimpact over the long-term.

TREND #6: MEASUREMENT:GETTING TO IMPACT
Given CECP’s earlier finding that there
is a need to improve the strategicalignment of CSE in D&I, it’s not
surprising to find a similar need to
improve the measurement of CSE
in D&I. In fact, surveyed companies
reported measurement was a close
second to strategic alignment as theirmost frequently cited challenge when
integrating D&I into CSE (Figure 8).
Demographic data on the beneficiaries
of nonprofit partners/grantees is
the most common metric tracked
by companies surveyed, followed by
grant dollars provided to D&I-relatedorganizations (Figure 9).

“How do you measure
the impact you’rehaving on addressing
educational
inequality?”

the inputs to produce it. Total Social
Investment (TSI) is a metric developedby CECP6 to address this starting
point that is foundational to ultimately
reporting on outcomes. TSI refers to acompanies’ holistic efforts in the “S inESG” which undoubtedly includes D&I
in CSE.

— Shannon Schuyler,
Chief Purpose Officer andCorporate Responsibility Leader,
PwC

While these are important steps
toward comprehensive and rigorous
measurement, CSE practitioners
interviewed acknowledge that simply
tracking past activities is insufficient.

In addition, some companies are
shifting their focus from tracking past
activities to a more forward-looking
perspective and are establishing annual
and long-term goals for D&I grant
dollars and recipients/beneficiaries. As
an example, UPS has evolved to a more
intentional approach and is developing
a five-year plan that includes goalsetting for employee representation.
Most companies interviewed for thisreport are either in the early stages of
implementing measurement processes
for these core CSE activities or further
ahead — specifically, reporting past
grant activities and establishing futuregoals for D&I efforts.
The desire to report impact
fundamentally relies on themeasurement and understanding of

FIGURE 9 WHAT METRICS DO YOU CAPTURE TO MEASURE
THE SUCCESS OF YOUR EXTERNAL DIVERSITY AND INCLUSIONEFFORTS? N=41
Demographics of those served by nonprofit
beneficiaries of your support (cash and in-kind)30

Amount of CSE spending on external diversity andinclusion efforts

21

6

Demographics of new employee applicants

16

Changes in select socio-economic indicators (e.g. highschool graduation rates, infant mortality) that result
from your CSE investments

15

Other

5

Demographics of new customers

5

Do not have measurement metrics

3

The challenge of measuring outcomes
and impact is a familiar one for the
CSE field. Measuring concrete change
in social issues remains a difficult
issue overall, and D&I is, arguably,
even more demanding. CECP’s survey
results show that more rigorous
measurement is needed, given 80%
of companies surveyed said they
consider equity when addressing D&I
in their CSE efforts, while just 37%
said they are tracking metrics related
to advancing equity.

KEY TAKEAWAYS■ Many companies have
implemented sound measurement
practices for core CSE activities.
These approaches provide helpful
guidance for companies in the earlystages of establishing a foundation for
more comprehensive measurement.
■ However, as a nascent focus of
CSE, measuring the outcomes and/or impact of D&I is still considered an
important yet challenging process forthe field.
■ As D&I issues continue to be afocus for CSE teams, practitioners
can expect increasing pressure frominternal and external stakeholders
to develop more comprehensive
processes for measuring their
D&I-related efforts.
6 CECP, with support from Cisco. (2018)“What Counts: the S in ESG, New Conclusions.”

CECP | DIVERSITY & INCLUSION IN CORPORATE SOCIAL ENGAGEMENT

11III. Future Focus

GUIDELINES FOR CSE IN D&I
A strategic approach to integrating
D&I into CSE takes change, investment
and time to demonstrate results,
regardless of whether an organization
is just starting out on this journeyor significantly advanced. Deciding
what steps to take and when can bechallenging.
The findings from this inquiry provide
guidance for CSE practitioners. As with
the In-Practice Guides, the intent is
not strict adherence to each step inexact sequence, but rather to offer
an overarching framework and broad
direction.

PHASE 1: BUILD A STABLE
FOUNDATION
1: Build D&I knowledge &understanding■ Build a company-wide
understanding and appreciation
for D&I, by defining, agreeing andcommunicating basic definitions,misconceptions, need/urgency,
structural barriers, current impacts
on business overall and industry, inparticular.
■ Ensure management and broad
employee population have the level ofunderstanding and sensibility neededto effectively assess D&I strategy,
take appropriate actions and measureprogress.

2: Link CSE & D&I■ Establish a closer coordination
between CSE and D&I.
■ Build shared understanding of andappreciation for the link between
the company’s internal and external
D&I efforts and the benefits of CSE
12decision-making that is more closelyaligned with internal D&I efforts.

(e.g. outreach parameters, decision
criteria, internal grantee policies).

3: Link CSE, D&I & HR/TalentManagement■ Develop and implement new policy
and practice procedures to ensure
D&I factors are integrated into thecomplete grant-making process andcycle, as needed.

■ Establish deeper and morecomprehensive engagement with HR
team’s efforts to manage talent andthe implications for D&I strategy andpractice.
■ Focus on initial steps including anassessment of systemic barriers to D&I,
finding common ground/benefits,establishing trusted working
relationships, understanding and sharedgoals.

4: Link CSE, D&I & key internal
stakeholders■ Identify and connect with otherrelevant functions or individuals incompany that impact D&I efforts.
(e.g. Government Relations or Public
Affairs).

5: Engage with Employee
Resource Groups (ERGs)■ Take stock of current situation andassess which groups already exist, howmany, and their resources, actions todate, effectiveness and visibility.
■ Conduct outreach/meet withexisting ERGs to share information oncompany’s prioritization of D&I, overall
efforts, relationship to CSE, and therole of ERGs in increasing impact.
■ Assess opportunities to provide
ERGs with the ability to influence/
direct grant-making. (Or refine/increase it if this practice is already inplace).

6: Assess current grant-making
practices■ Review company’s grant-making
policies and practices to assess current
levels of integration of D&I factors.

CECP | DIVERSITY & INCLUSION IN CORPORATE SOCIAL ENGAGEMENT■ Consider the ways these new policy
and practice procedures map to andsupport goals and objectives of D&I
and talent management business units.
■ Audit all company funds (grants,
sponsorships, etc.) to determine thescope of company’s presence andactions.

PHASE 2: LISTEN, LEARN,ENGAGE, PLAN
1: Establish & build a crossfunctional working group■ Identify likely members forparticipation, including CSE, HR, D&I
and Government Relations.
■ Establish whether key functional
leaders exist — and should be
included — for specific industry. (e.g.
engineering, strategy, business units,business development).

2: Identify priority areas
for focused development &progress■ Identify priority areas forinvestment, development, andmeasurement.
■ Explore and develop internal andexternal pilot initiatives.
■ Define metrics and processes forcollecting data.
■ Define reporting/communications
strategy and plan (i.e. content for CR
reporting, website, etc.).

3: Build working relationships
with expert, external D&I
stakeholder groups■■ Identify relevant organizations
that relate to company’s industry andissues. Consider academic, nonprofit,and community-based organizations inthis evaluation.
■■ Conduct outreach to establish
working relationships (e.g. sharelong term goals/key issues, areasof concern, and explore areas forcollaboration including feedback andinput on strategy and approach, andguidance on partnership development
and metrics).

LAUNCHING A NEWACCELERATE COMMUNITY:
D&I IN CSE
This research examined whatcompanies are doing today, as well
as future opportunities to advanceD&I in CSE. As the next step, in late
2018 CECP launched a new Accelerate
Community focused on D&I in CSE.

■■ Further explore the key
opportunities surfaced in CECP’s D&I in
CSE report.
■■ Identify effective strategies andtactics for using CSE to achieve andadvance D&I objectives.
■■ Act as a catalyst for companies
looking to start or improve their D&I
efforts through CSE.
The D&I in CSE Accelerate Community
offers CECP-affiliated companies theopportunity to bring an existing orplanned D&I in CSE effort, project,or challenge to the community fordiscussion, feedback, and input
from community members andsubject matter experts. Participatingcompanies are not required to have aproject for review.
To learn more about the D&I in CSE
Accelerate Community or to join,please email CECP at insights@cecp.cowith the subject line: “D&I Accelerate
Community Research.”

The overall objectives for thiscorporate peer learning cohort are to:■■ Create a forum for committed
companies to participate in open andcandid dialogue about the opportunities
and challenges related to addressing
D&I in CSE, especially within the current
political and social environment.

CECP | DIVERSITY & INCLUSION IN CORPORATE SOCIAL ENGAGEMENT

13

Appendix
METHODOLOGYCECP conducted an online D&I
research survey in 2017, which wascirculated to its coalition of companies.
It received 58 individual responses,
with 52 companies represented. In
addition, CECP’s team undertook
phone interviews with five D&I
subject matter experts and 13 CSEpractitioners.
CECP’s extensive secondary research
included an online review of more than
50 existing D&I-related knowledge
sources, resources, and reports
related to corporate and foundation
engagement; analysis of CSR reports
from Diversity Inc. Top 50 companies;
and background research into D&I
efforts at companies CECP identified
for corporate practitioner interviews.

PARTICIPATING COMPANIES
3M
Adobe
American Honda Motor Company, Inc.
Ameriprise Financial, Inc.
Anthem, Inc.
Arconic
Best BuyCA Technologies
Campbell Soup
Capital One Financial Corporation
CarMaxCenterPoint Energy, Inc.
Chevron
Cigna
Cisco
Citizens Bank
Coach
Constellation Brands
Credit Suisse
Dell
eBay
Edelman
Genworth
Herman Miller
Honeywell
14

HSBC Bank North America
Holdings, Inc.
Intel
Mitsubishi Corporation (Americas)
Moody’s
New York Life Insurance
Northwestern Mutual
Novo Nordisk Inc.
Pearson
PNC
Prudential
PSEG
PWC US
RBC Capital Markets
RHR International LLP
Roshan Telecom Development
Company of Afghanistan Corp.
Salesforce
Sanofi
Symantec
TargetTata Consultancy Services
Travelers
UPS
VectrenVoya Financial
Wal-Mart Stores, Inc.
Xerox

ENDNOTES & SOURCES
D&I-Related Knowledge
Sources
Knowledge Sources:
Annie E. Casey Foundation: Race Equity
and Inclusion Action Guide
The Business Case for Racial
Equity — Altarum Institute and W.K.
Kellogg Foundation
Catalyst’s CEO Champions for Change
The Centre for Global Inclusion
CEO Action for Diversity & Inclusion
Council on Foundations’ Diversity
Equity and Inclusion Knowledge Center

CECP | DIVERSITY & INCLUSION IN CORPORATE SOCIAL ENGAGEMENT

D5 Coalition
Diversity Inc.
Diversity Inc. Top 50
Equitable Evaluation
Ford Foundation
FSG
Human Rights Campaign Corporate
Equality Index
Kellogg Foundation: Racial Equity
Resource Guide
McKinsey
National Urban League
Opportunity Nation
Policy Link
ProInspire
Race and Equity in Philanthropy Group(REPG)
Racial Equity Tools
The Society for Human Resource
Management (SHRM)- D&I Resource
center for HR professionals; https://www.shrm.org/resourcesandtools/
hr-topics/pages/diversity-andinclusion.aspx
SSIR
SSIR Equity and Collective
Impact Series https://ssir.org/
equity_and_collective_impact
TCC Group
Various organizations representing
under-represented groups (Catalyst,
The Executive Leadership Council,
HARC, LEAP)Report Interviews
All titles reflect the positions the individuals held at the time of the CECP interview

Reports and Articles:
Accenture (n.d.). “New Skills Now:
Inclusion in the digital economy.”
https://www.accenture.com/
t20171012T025413Z__w__/
in-en/_acnmedia/PDF-62/
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D&I SUBJECT MATTER EXPERT PHONE INTERVIEWS:
Kelly Brown, Founder and CEO, Viewpoint Consulting; Director, D5 Coalition, a
five-year coalition to advance philanthropy’s commitment to diversity, equity,and inclusion
Jara Dean-Coffey, Founder and Principal, Luminare Group, part of theEquitable Evaluation Project team looking at how to design and implement
evaluations within the philanthropic sector that actively contribute to equity
Luz E Benitez Delgado, Deputy Director, W. K. Kellogg Foundation
Floyd Mills, Vice President of Diversity, Equity, and Inclusion, Council on
Foundations

Altarum Institute and W. K. Kellogg
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the-business-case-for-racialequity

Julie O’Mara, President and Board Chair, The Centre for Global Inclusion;
President, O’Mara and Associates, co-author of the Global Diversity & Inclusion
Benchmarks: Standards for Organizations Around the World

Annie E. Casey Foundation (n.d.).
“Race Equity and Inclusion Action
Guide.” https://www.aecf.org/
resources/race-equity-andinclusion-action-guide/

Responsibility, Cigna

Laura S. L. Herman, Managing Director, FSG
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Mary Tullis Engvall, Director of Cigna Foundation, Civic Affairs & Corporate
Katie Falk, Corporate Social Responsibility Program Specialist, American Honda
Motor Company, Inc.
Erica Fessia, Director, Community Engagement and Executive Director,
Qualcomm Foundation, Qualcomm

Bersin by Deloitte (2015). ““HighImpact Talent Management:
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David Figliuzzi, Chief Diversity Officer, Cigna

Berthoud, H., and Greene, R.D. (2016).
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The research included in this report was made possible through funding by theWalmart Foundation. The findings, conclusions, and recommendations presented inthis report are those of CECP alone, and do not necessarily reflect the opinions of
the Walmart Foundation.
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