1. October 15, 2013
Integrated Approach to Driving Diversity & Inclusion at Rockwell Collins
Providing Thought Leadership in Support of Corporate D&I Strategy & Goals

2. Diversity Business Case
Diversity Business Case CBT
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Diversity Business Case
Our employees must reflect the changing demographics to meet the needs and expectations of a global economy.
Establishing a diverse, talented and motivated workforce increases our ability to develop innovative solutions by embracing diversity of thoughts, opinions, backgrounds and styles.
To compete in an ever-changing global marketplace, our diverse workforce will position us for future opportunities.
As part of the company’s Value Proposition for People, which includes values, goals and a strategic framework for our organization, focusing on diversity assist us in recruiting, retaining, rewarding and developing a talented and motivated group of people.
Diversity has an impact on business innovation and productivity. In fact, Fortune magazine’s list of “diversity elite leadership” companies have been found to outperform the Standards and Poor.
At Rockwell Collins, the Diversity Business Case is threefold, first, we want to make sure that our employees reflect the changing demographics to meet the needs and expectations of a global economy; second, establishing a diverse, talented and motivated workforce increases our ability to develop innovative solutions by embracing diversity of thoughts, opinions, backgrounds and styles; and lastly to continue to compete in an every-changing global marketplace, our diverse workforce will better position us for future opportunities.
Now, let’s go over these in more depth.

3. Definitions of Diversity and Inclusion
Diversity Difference such as race, gender, work and educational background, sexual orientation, learning styles, interpersonal traits, personal beliefs, age, geography, lifestyles and physical attributes. Inclusion Creating an environment where everyone feels appreciated, valued and welcomed. Valuing every individual.

4. Diversity and Inclusion Strategic Framework
Diversity and Inclusion Overview
Diversity and Inclusion Strategic Framework
People
Workplace
Marketplace
Diversity Advisory Council
Employee Resource Groups
Mentoring
Branding
Strategic Partnerships
Supplier Diversity
Training
Workforce Planning
Philanthropy
Executive
Diversity Council
Retain
Develop
Attract

5. Diversity without Inclusion Inclusion without Diversity
Transformative
Performance
Diversity
(Who)
Inclusion
(How)
Diversity without Inclusion
Decreases collaboration
Reduces productivity & performance
Increases barriers
Decreases innovation
Inclusion without Diversity
Relies on sphere of comfort
Rewards status quo thinking
Decreases disruption

6. Roles and Responsibilities
Chief Diversity Officer
Exec Diversity Council
Diversity Council
Diversity Office
CEO
Senior Leadership Council Members (direct reports of the CEO)
Executive Chairs and Vice Chairs of the ERGs
Diversity & Workforce Effectiveness Team
Influences, endorses, promotes and monitors corporate diversity strategy both internally and externally
Reviews and approves diversity initiatives
Develops, generates, and recommends diversity plan to EDC
Leads, drives, and develops diversity plans and initiatives. Integrates diversity in all of HR and Business processes
Sets and oversees the strategic direction of the diversity strategy
Chairs the EDC
Facilitates approval of the diversity initiatives
Speaks publicly on diversity
Hosts annual diversity event
Mentors a cross cultural employee
Sponsors 2 speed mentoring events for diverse populations annually
Approves diversity initiatives
Oversee progress of initiatives
Bring new ideas to add to initiatives
Be a source for people in organization and address specific BU/SS concerns
Implementation of diversity strategy within specific BU/SS
Sponsors an Employee Resource Group
Constructs and develops ERG diversity plans
Implement diversity initiatives within BU/SS
Track the success of diversity initiatives
Serves as BU/SS diversity champions and change agents
Serves as corporate thought leaders on diversity (benchmarking & bring ideas forward)
Serves as internal diversity consultants
Facilitates the process to construct and develop plans
Provides implementation support
Drives communication on diversity
Oversees diversity training plan
Tracks and reports on diversity scorecard measures
Coordinates with corp giving
Drive/ Lead ERG activities
Organizes annual diversity events

7. Purpose of Employee Resource Groups
Diversity and Inclusion Overview
Purpose of Employee Resource Groups
Attract - Assist with Recruiting
Engage - Support Employee personal and professional development
Retain - Build Relationships (internal, customers, community)
Current Employee Resource Groups
African American Professionals Forum
Disability Network Group and Supporters
Friends of Asia Employee Resource Group
Latino Employee Network
Military and Veterans Employee Resource Group
New Hire Employee Network
Pride Employee Resource Group
Women’s Forum Employee Resource Group

8. Employee Engagement Enterprise-wide Learning Events
Education & Awareness
Heritage Month Events
Culture & Respect
Community Involvement
Leadership & Ownership
Speed Mentoring
Growth & Development

9. The D & I Learning Continuum
Inclusive Behaviors
Valuing difference as a competitive edge
Diversity of Thought
Building a Culture of Openness
Appreciation and valuing
Taking Ownership of Diversity and Inclusion (ILT)
Acceptance and respect
Learning Roadmap
Understanding
Understanding Diversity and Inclusion (CBT)
Awareness
Leading Diversity (ILT & Leader Led Discussion)
Business Case for Diversity (CBT)
Affirmative Action (CBT)
Exclusive
Behaviors 9

10. Strategic Partner Model
Our Strategic Partners Include:
National Organization on Disability (NOD)
Out and Equal
Great Minds in STEM or HEENAC
National Society of Black Engineers (NSBE)
Women in Engineering ProActive Network (WEPAN)
National Action Council on Minorities in Engineering (NACME)
Society of Women Engineers (SWE)
Student Veterans of America (SVA)
The PhD Project

11. Measures of Success and Accountability
Corporate Diversity Scorecard & Business Scorecards
Retention
Development
Leadership Engagement
Supplier Diversity
Affirmative Action
Voice of the Employee Survey
Satisfaction
Engagement Index
Diversity Index
Performance Reviews
Integration

12. Back-up

13. Diversity Business Case CBT
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Diversity Strategy
People
Recruit, Retain, Develop and Advance diverse talent
Workplace
An environment that encourages and accepts a free exchange of ideas and perspectives
Marketplace Diversity
Providing innovative solutions to best serve customers and other stakeholders
In order to become a more successful global, integrated company, we need a growth strategy that can attract, retain, and engage diverse talent.
To do this, we focus on the implementation strategy for the diversity business case. The diversity strategy is built on three components: People, Workplace and Marketplace.
Our people component focuses on approaches to recruit, retain, develop, and advance all talent. This includes creating a diversity sourcing strategy focusing on minority and female institutions and national organizations, launching of employee networks and creating opportunities for skills development which leads to greater opportunity for advancement.
Our workplace component focuses on building an environment that encourages and accepts a free exchange of ideas and perspectives. For example, reviewing and enhancing policies, practices and procedures accordingly while providing education and awareness for all employees and leaders.
Our marketplace component focuses on ways to provide innovative solutions to best serve customers and other stakeholders.
Now that you know why it was imperative for Rockwell Collins to embark on this journey, it’s time for you to review what you’ve just learned
Build as in original with photos of people and words below –slide 13 of