The 2010 Catalyst Awards Dinner, sponsored by PepsiCo, Inc., and Shell Oil Company, was held Wednesday, March 24, 2010, at The Waldorf Astoria in New York.

Jim Skinner, Chief Executive Officer of McDonald's Corporation, served as Dinner Chair. James S. Turley, Chairman & CEO of Ernst & Young LLP and Chair of the Catalyst Board of Directors, presented the 2010 Catalyst Award to leaders of Campbell Soup Company, Deloitte LLP, RBC, and Telstra Corporation Limited for their organizations' outstanding initiatives to advance women.

Campbell Soup Company

Campbell Soup Company’s comprehensive initiative, Winning in the Workplace, Winning in the Marketplace, Winning With Women, has utilized employee engagement, knowledge sharing, and innovation to develop a culture of diversity and inclusion and support the company’s overall plan to transform its workplace and marketplace performance. Since 2005, the company has sustained a strategic focus on increasing all employees’ engagement, and promoting and developing women and people of color, improving Campbell’s stagnant sales and some of the lowest Gallup engagement scores of any Fortune 500 company to world-class employee engagement and the achievement of Gallup’s “Great Workplace Award” in 2008 and 2009. This strategy is also aligned with business objectives designed to ensure the makeup of Campbell’s workforce mirrors its diverse audience of consumers, 80 percent of whom are women.

The initiative features unique components that support all employees: a robust diversity and inclusion strategy utilizes staff across office and manufacturing plant sites for both internal efforts and marketplace development. Campbell’s Leadership Model is linked to business strategies, driving both how work is accomplished and what results are achieved. In addition, the development of a company-wide culture of mentoring and inclusion was supported by unique affinity networks and events. These included the Women of Campbell’s Network, whose model was used as a basis for a diverse set of affinity networks.  For example, Campbell’s BRIDGE Network was designed to bridge the various generations in the workplace. Affinity events featured communications programs such as an OPEN Network (for lesbian, gay, bisexual, and transgender employees) celebration of diverse families, where employees across the company were invited to submit photos or video of their families to display at workplace entrances, and panel discussions with Campbell’s senior women. Accountability is embedded into performance reviews and affects compensation, with diversity learning goals required as part of all employee development plans.

Winning in the Workplace, Winning in the Marketplace, Winning With Women has achieved strong results: from 2005 to 2009, women in executive roles increased from 21 percent to 25 percent. In manufacturing roles, the percentage of women and women of color plant directors and managers increased from 14 percent to 21 percent, and from 1 percent to 3 percent, respectively. Through five years of women running business lines that contribute to a majority of the company’s U.S. profit and a strategic focus on embedding women’s contributions in product development, Campbell has delivered cumulative total shareowner returns above the company’s peer group average.


Deloitte LLP

Deloitte LLP’s The Women’s Initiative: Living the Lattice builds on the success of the Task Force of the Initiative for the Retention and Advancement of Women. The mission of the Women’s Initiative (WIN) is to drive marketplace growth and create a culture where the best talent chooses to work. Launched in 1993, WIN addressed two related issues: a high rate of female attrition and underrepresentation of women in leadership positions. Achieving WIN’s goals created significant change in the organization’s culture and provided an engine for innovation, becoming a model for other organizations in the process. The expanded initiative builds upon and advances sustainability through constant recalibration of the organization’s focus to address emerging trends and by driving accountability. WIN also features a high-powered External Advisory Council, chaired by Dr. Sally Ride, that helps drive leadership and organizational accountability.

Unique components include a broad range of leadership and development programs. Nationally led Women As Buyers workshops address the distinctive communication and decision-making styles of women, while regional career development programs prepare Deloitte’s women for advancement at all levels. Local community-based and virtual learning and networking events also contribute to the growth of and opportunities for Deloitte’s women. To support an inclusive and flexible culture, Deloitte shifted from a traditional corporate ladder to a more customized model of career growth, development, and advancement that it dubs the corporate latticeTM. This approach provides a sustainable career-life fit without sacrificing a high level of performance. Mass Career Customization (MCC), an innovation that was designed and incubated in WIN, enables Deloitte employees to dial up and dial down their levels of contribution and career progression along with changing life stages. Deloitte holds its leaders accountable through various means including Talent Days, which feature in-person reports directly to the CEO on inclusion progress and goals, among other business imperatives.

The Women’s Initiative has fueled significant increases for women in leadership: women’s representation as partners, principals, and directors has risen from 6 percent in 1995 to 22 percent in 2009, and representation of women senior managers has increased from 23 percent to 36 percent in the same timeframe. In addition, the gender turnover gap decreased from 7 percent in 1995 to less than 1 percent during 2009. Deloitte reached an additional milestone in 2009 when it surpassed the 1,000 mark for U.S. women partners, principals, and directors.



RBC’s initiative, Client First Transformation: Achieving Business Results and Cultural Revitalization Through Diversity, embeds diversity and inclusion (D&I) principles into its approach with employees, clients, and communities, contributing to a more client-focused business strategy while revitalizing its corporate culture. A diverse employee population, inclusive of women, visible minorities, Aboriginal peoples, people with disabilities, and lesbian, gay, bisexual, and transgender (LGBT) individuals, helps build institutional knowledge and understanding about important cultural markets in Canada and around the globe. Since 2005, the company has focused on increasing the representation of women and other diverse employees in executive and pipeline positions, developing programs and highly integrated talent management practices to accelerate growth and enable individual and organizational success.

The initiative includes many components to ensure employee success, including targeted recruitment strategies in which recruiters go through cross-cultural training, and specific programs designed to reach newcomers to Canada and people with disabilities. A women’s market strategy targeted to women business owners includes a dedicated public website and internal positions where women serve as experts for this market segment. Additionally, an Aboriginal banking effort includes a public action plan and offers full service and remote banking on many Aboriginal reserves. RBC’s strong mentoring culture includes programs such as Diversity Dialogues, in which executives partner with women and visible minority employees to learn about diversity while providing their mentees with career development advice. A robust succession planning approach ensures diversity in succession pools, while staffing goals include women in one of every two positions at both the senior manager and executive levels, and for visible minorities, one in four positions at the senior manager level and one in five at the executive level. The process also includes coaching and development plans provided for women and visible minorities who were on staffing lists but did not get promoted. Employees are held accountable through cascading performance goals and multiple scorecards that track progress and guide compensation and promotion decisions.

Among other significant business benefits, the Client First Transformation initiative continues to generate solid increases for women across the company: building on a strong base, women in executive roles (executive vice presidents, senior vice presidents, and vice presidents) increased from 35 percent to 39 percent from 2005 to 2009, and women’s representation as corporate officers (senior vice president level and above) has grown from 27 percent to more than 30 percent during that same time period. Women in the high-potential talent pool increased from 31 percent to 43 percent, with 21 percent being visible minority women.


Telstra Corporation Limited

Telstra’s initiative, Next Generation Gender Diversity: Accelerating Change for Women Leaders, uses an integrated approach to increase women’s representation at senior and pipeline levels and engage men as change agents, creating an inclusive culture of mentoring and networking. As Australia’s largest telecommunications provider, Telstra believes it has a responsibility to serve as a leader for women and other underrepresented groups across the country. Its initiative has fueled a mindset shift, culminating in a work environment that values diverse leadership. Since 2005, Telstra’s gender diversity strategy has evolved from siloed efforts into a company-wide initiative that supports women and other priority groups, including Indigenous peoples and lesbian, gay, bisexual, and transgender (LGBT) employees. To achieve these goals, Telstra formed a diversity council, followed by seven diversity taskforces, including gender, to strategically implement organization-wide processes and programs.

Unique components that benefit all employees include mentoring and gender leadership programs for both women and men to reinforce the importance of gender diversity and how it can make a personal impact; an annual company-wide pay equity review program to correct anomalies based on gender; an effective succession planning process that identifies and supports talented individuals, with goals for women candidates; an external women’s leadership award, the Telstra Business Women’s Awards (TBWA), which honors outstanding women in business, community, and government sectors across Australia and helps them accelerate their advancement and realize their potential; and work-life flexibility efforts which include a gender-neutral paid parental leave policy to benefit all employees, including same-sex couples. Accountability mechanisms include monthly executive-level monitoring of gender metrics to accelerate progress and diversity goals that are tied to performance and advancement outcomes for people managers and leaders.

Next Generation Gender Diversity has delivered solid increases for women leaders at Telstra and in the community: for women in the pipeline (general managers, area managers, and managers), total share of promotions grew steadily from 29 percent in 2006 to 41 percent in 2009. Representation of women on the CEO Leadership Team increased from 6 percent to 31 percent, and the number of women corporate officers has grown from 31 percent to 35 percent during that same time period. TBWA recognizes and celebrates the role of women in business. Success stories include a former high school principal in a rural area who became State Manager of the Federal Department of Education and a small prospecting company owner who transformed her business into a powerful mining house.

The 2010 Catalyst Awards Dinner Video


2010 Campbell Soup Company Catalyst Award Video


2010 RBC Catalyst Award Video


2010 Telstra Catalyst Award Video


2010 Deloitte Catalyst Award Video

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