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From YouTube: Advancing Inclusion in Business Panel Discussion
Description
A panel discussion held at Faneuil Hall highlights the importance of diversity and equity in the workplace. Mayor Walsh offered remarks before the conversation, moderated by Carol Fulp, CEO of The Partnership, Inc. Panelists included Rita Hardiman, Chief Diversity and Inclusion Officer at Keolis Commuter Services, Juan Lopera, VP of Business Diversity at Tufts Health Plan and Emily Cournoyer, Director of Talent Acquisition at Boston Scientific.
A
C
We
wouldn't
be
able
to
do
what
we're
doing
and
there's
going
to
be
some
people
that
I'm
not
mentioning
and
that's
not
by
it's
just
by
accident,
because
there's
so
many
people
in
this
room
that
have
helped
us
over
the
last
couple
of
years
with
with
conversations
around
race
and
racism.
Conversations
are
on
economic
development
and
inclusion,
and
so
many
other
conversations
so
I
just
want
to.
Thank
you
all
I
want
to
first
of
all
thank
Carol
full
for
the
work
that
she
does
and
that
you
do
every
day.
So
thank
you.
Carol.
C
I
want
to
thank
Jimmy
Rooney
for
making
making
this
conversation
around
equity
a
business
priority
every
single
day
and
not
just
as
the
head
of
the
chamber.
This
goes
back
to
Jimmy
when
he
was
at
the
convention
center
and
probably
even
before,
that
was
at
the
tea,
so
Jimmy.
Thank
you
for
your
here.
Thank
you
for
your
conversation.
C
Thank
you
for
that
jocelyn
sahjhan
from
the
hinds
foundation.
Thank
you
for
supporting
everything
that
we're
doing
you
know.
Jocelyn
is
fairly
new
to
the
scene
and
she's
been
absolutely
incredible
partner
in
this
in
funding,
but
not
to
the
funding
piece
just
jumping
in
with
both
feet
and
taking
her
experiences
that
she's
learned
around
the
country
and
helping
us
guide
some
of
what
we're
doing
here
in
the
city
of
Boston.
So
thank
you
very
much.
C
C
You
know
she
has
met
with,
has
had
thousands
of
conversations
in
every
single
corner
of
the
city
of
Boston
has
been
recognized
and
for
her
great
work
by
by
Rockefeller
it's
funny
when
we
were
in
Washington
DC,
we're
talking
about
the
Rockefeller
hundred
resilient
cities
and
they're,
all
talking
about
like
the
energy
and
environment
and
and
up
comes
the
TIA
talking
about
race
and
racism,
and
it's
really
incredible
to
see
it
happen.
So
thank
you.
C
C
You
bet
you
spell
fast
and
we
were
the
I.
Was
there
my
first
turn
my
first
year
as
mayor.
Second,
second,
whatever
was-
and
we
went
to
this
cultural
center
there
and
those
of
you
that
don't
know.
Okay,
if
you're
a
Catholic
you're
supposedly
associate
with
the
Irish
in
your
flag,
is,
is
green
white
nor
green
lion,
gold,
green
orange
and
if
you're,
a
Protestant
you're
associated
with
England
and
your
flag
is
red,
white
and
blue,
even
though
the
whole
fight
with
Northern
Ireland
didn't
stop
between
the
Catholics
and
the
Protestants,
there's.
C
Actually
people
pulling
away
from
the
English
government,
but
somewhere
along
the
long
Ryan,
it
became
Catholic
Protestant.
Well,
if
you
go
to,
if
you
go
to
East
Belfast,
a
cultural
centre
on
the
wall,
that's
an
outdoor
garden
and
then
out.
Our
garden
has
filled
the
beautiful
flowers
of
all
different
colors
and
there's
a
couple
colors
missing.
There's
green
and
orange
missing
from
that
wall
and
there's
red
and
blue
missing
from
that
wall
and
the
intention
behind
the
peace
garden
is
to
have
basically
a
neutral
area
of
peace.
And
it's
sending
a
very
strong
message.
C
Each
Belfast
historically
has
been
predominantly
Protestant
if
I'm
not
mistaken,
so
it's
kind
of
like
it's
a
message
being
sent
in
a
positive
way
and
I
think
that
we
can
learn
a
lot
from
these
different
messages
that
we're
seeing
around
the
world
in
different
places.
So
thank
you
for
being
here
with
us
today.
C
I'm
pleased
also
I
want
to
thank
everyone
on
this
panel
on
advancing
economic
inclusion
in
the
business
community.
Thank
you
for
being
here.
We've
made
some
progress
in
that
direction,
our
city,
but
we
certainly
have
more
work
to
do
in
both
the
public
and
the
private
sectors.
At
City
Hall,
we
started
by
appointing
diverse
leaders.
We
change
hiring
practices
to
reflect
the
Boston
population
and
I
could
go
into
a
whole
bunch
of
people
and
I.
Don't
embarrass
you
about
the
muntjac?
Well,
you'll
Carolyn
Crockett.
C
What
she
does
is
economic
development,
don't
eat
survivor,
he
does
the
Office
of
Diversity
lahrman,
Jessa,
Lauren
Jones
come
in
here
also
with
economic
development.
Thank
you,
the
officer
diversity
to
create
pipelines
into
government.
We
establish
transparency
with
our
diversity
dashboard.
Those
of
you
that
want
to
see
it
just
go
right
out:
city
of
Boston
gov,
you
pull
it
out
by
numbers
or
right
there.
C
We're
not
hiding
our
numbers
are
right
there
and
if
you
search
around
that,
you
can
find
the
different
salaries
that's
happening
and
our
numbers
are
changing,
but
sometimes
they're
not
changing,
quick
enough.
That
I
would
like
to
see
them
move
faster
in
ways
we
could,
but
our
systems
are
certainly
moving
in
the
right
direction.
We
all
also
change
the
programs
that
affect
the
public
private
sector
or
the
opportunities
economic
inclusion
and
equity
agenda,
making
sure
that
we
continue
to
work
in
the
private
sector.
C
We
place
our
office
of
small
business
centers
in
neighborhoods
of
color
like
Mattapan,
and
we're
working
on
a
second
office
that
will
be
opening
sometime
soon.
We
raise
the
targets
for
the
Boston
jobs,
residency
policy
in
construction,
construction
projects
and
we've
worked
on
setting
new
records.
As
far
as
inclusion
on
developments,
we've
looked
at
the
numbers
and
the
numbers
were
50
25
and
10.
What
does
that
mean?
C
50%
Boston
residents,
25
percent
people
of
color
and
10%
women,
and
we
sat
down
with
community
activists
and
leaders,
and
we
change
those
numbers
to
51
percent
Boston
residents,
40
percent
people
of
color
and
12
percent
women.
The
reason
why
the
women
number
is
only
12%
is
we're
going
to
go
back
and
revisit
that
to
try
and
create
a
build
up
pipeline.
So
we
don't
have
a
pipeline
in
a
big
enough
pipeline
for
women
into
that
industry,
so
we're
gonna
continue
to
work
on
that
we
put
out
RFPs
for
a
disparity
study
on
procurement.
C
We're
also
giving
it's
going
to
give
us
a
road
map
to
achieving
equity
in
contracting
I'm.
Grateful
for
the
chamber
for
also
tackling
this
Jacqueline
is
challenging.
Diversifying
supply
chains
is
not
only
the
right
thing
to
do,
but
it
also
makes
our
economy
stronger
and
our
ability
to
attract
and
develop
more
talent,
but
to
step
back
for
a
moment.
This
conversation
is
essential
piece
of
a
larger
conversation
that
Boston
is
having
we're
recognizing
that
centuries
of
unequal
treatment
created
unequal
systems
all
across
our
nation.
C
We're
identifying
the
local
barriers
and
we're
figuring
out
how
to
tear
those
barriers
down
and
make
sure
make
sure
Boston
truly
is
a
city
for
everybody,
as
our
resiliency
strategy
has
taught
us
a
city
that
works
for
all
of
us,
a
city
that
can
withstand
the
shock
and
stresses
of
the
21st
century.
It's
not
just
climate
change
in
natural
disasters,
it's
also
economic
shock
and
technical,
technological
change
and
the
negativity
in
national
politics.
When
we
stand
together,
we
stand
for
something
better.
We've
made
some
progress
in
the
city,
but
we
have
more
progress
to
go.
C
This
morning
we
launched
a
program
over
with
the
we
boss.
It's
a
women's
program
regarding
venture
capitalists.
Money
and
I
was
shocked
in
this
one
and
in
Ohio
shock,
but
I
was
shocked
that
9
percent
of
venture
capital
money
spent
on
women-owned
businesses-
that's
at
9
percent,
and
if
you
look
at
people
of
color
black
people
in
particular
its
0.2
percent,
so
you
think
about
the
money
that's
being
spent
by
venture
capitals.
So
we
do
have
work
to
do
in
our
city
and
in
our
country,
but
I'm
gonna
focus
on
our
city.
C
We're
gonna
continue
to
fight
to
make
sure
we
make
those
changes.
I
also
want
to
thank
everyone
for
being
in
this
room
once
again,
thank
you
for
being
here
tonight
and
I,
encourage
you
to
think
actively
about
how
to
implement
these
ideas
in
your
organization,
but
we
want
to
make
sure
that
our
conversations
are
not
just
words.
It's
actually
a
citywide
movement
of
positive
change.
C
We
have
talked
too
long
elected
officials
of
stood
at
microphones
like
this
for
a
long
time
and
made
these
promises
and
talked
about
inclusion
and
talked
about
tackling
these
issues
and
I'm
proud
of
the
work
that's
been
going
on
in
the
city
of
Boston,
the
last
three
and
a
half
years
in
the
city.
We're
gonna
continue
to
move
forward
in
this
work,
and
thank
you
for
being
here
tonight
now
I'm,
bringing
up
Jocelyn
a
and
I
get
that
I
should
have
saved
the
introduction.
I
get
the
great
pleasures
are
bringing
up.
C
Jocelyn
Sargent,
who
is
work,
is
the
head
of
Hyams
foundation
but
she's
supporting
these
diet.
The
dialogues
that
we
have
and
as
they
said
earlier,
if
you'd
came
in
a
few
minutes,
late
josslyn's
been
an
incredible
resource
for
me
personally,
because
she
has
had
a
chance
to
see
what's
happening
in
different
parts
of
the
country
and
kind
of
see,
what's
happening
in
Boston
and
be
able
to
navigate
some
some
tough
situations
and
help
us
with
to
typically
have
some
tough
conversation.
So
Josh
Lin.
D
Thank
You
mayor
Walsh
I
just
would
like
to
appreciate
such
a
wonderful
and
warm
welcome.
The
city
I
haven't
been
here
long,
but
there's
a
there
is
this
unfair
perception
of
Boston
isn't
friendly,
and
you
can't
prove
that
by
me
this
has
been
such
a
warm
and
inclusive
experience
and
I
am
so
proud
to
be
here.
I
want
to
thank
all
of
you.
D
Who've
come
out
tonight
for
this
important
panel
discussion
and
before
I
start
I'm,
going
to
start
with
a
quote
actually
from
a
Bostonian
who's,
also
an
American
author
historian
and
Unitarian
minister
at
what
Everett
Hale.
So
probably
many
of
you
know
of
him
among
his
many
contribution.
He
was
a
staunch
advocate
for
the
abolition
of
enslavement
of
enslaved
people
in
this
country.
D
He
envisioned
a
ministry
that
would
challenge
the
status
quo.
He
fought
not
only
for
the
freedom
of
enslaved
people,
but
also
for
their
equal
rights
and
here's
a
quote
that
he
used
quite
often
and
I've
heard
repeated
many
times,
and
it
feels
so
apt
for
tonight
it
is
I
am
only
one
I'm.
Only
I
am
only
one,
but
I
am
one.
I
cannot
do
everything,
but
I
can
do
something
and
what
I
can
do
I
ought
to
do,
and
what
I
ought
to
do
by
the
grace
of
God
I
shall
do.
D
I
am
only
one,
but
I
am
one.
So
I
want
us
to
kind
of
think
about
that
as
we
go
into
today's
program,
I'm
so
honored
to
be
here
tonight
and
to
take
part
of
this
discussion,
because
it
relates
to
the
core
work
of
the
Hyams
foundation.
The
Hines
foundation
has
devoted
itself
to
dancing
equality
and
justice
for
all.
D
For
the
past
decade,
the
Hyams
foundation
has
been
funding
local
organizations
that
work
to
eradicate
the
school-to-prison
pipeline
economic
and
housing
inequality
and
to
address
urgent
issues
such
as
threats
to
our
immigrant
and
refugee
families
and
community,
and
we
know
through
experience
and
evidence
that
insurance
equal
opportunity
for
all
Bostonians
is
not
only
the
right
thing
to
do.
It's
a
smart
thing
to
do.
Take,
for
example,
the
case
for
diversity
in
business.
According
to
the
2015
diversity
matters,
report
published
by
McKinsey
&
Company
businesses
with
more
diverse
workforces,
see
greater
financial
returns.
D
Another
study
found
that
companies
in
the
top
quartile
for
racial
and
economic
diversity
were
35%
more
likely
to
have
financial
returns
above
the
national
industry
median.
This
data
was
again
reconfirmed
by
a
report
by
policy
link.
I
brought
it.
It
is
currently
online.
It
was
released
earlier
this
this
month,
October
2nd
by
policy
link
and
FSG,
and
what
we're
finding
is
all
this
confluence
of
evidence
that
we
really
need
to
push
forward
the
issues
of
diversity
and
racial
equity.
D
However,
before
we
receive
a
truly
diverse
workforce
and
a
truly
equitable
society,
we
must
first
identity
identify
and
remedy
obstacles
that
stand
in
our
way.
This
is
why
we
have
been
hard
at
work
to
make
the
dialogue
to
action
series,
our
partnership,
that
the
mirror
and
mentioned
earlier,
a
partnership
with
the
mayor's
office,
and
we
want
to
make
the
dialogues
to
action
a
reality.
We've
been
selecting
facilitators
to
lead
this
conversation.
D
These
conversations
we've
been
researching
the
ways
that
racial
inequality
impact
our
diverse
neighborhoods
and
Boston
as
a
whole,
and
we've
been
thinking
about
shaping
the
format.
These
dialogues
that
there
are
spaces
of
learning
that
identify
actionable
steps
with
this.
With
this
approach,
we
can
all
move
forward
together.
D
This
will,
however,
require
the
participation
of
all
sectors,
including
philanthropy,
the
business
sector,
government
and
education,
but
we're
can-do,
city
and
I
know
that
together
we
will
make
progress,
but
bringing
us
back
to
the
panel
tonight
I
think
it's
important
that
we
acknowledge
that
we
have
the
data
that
says
the
diversity
and
inclusion
and
equity
is
good
for
business.
So
the
next
question
is:
how
do
we
operationalize
this
information
in
a
way
that
advances
equity?
E
Well,
good
evening,
everyone
and
thank
you
Jocelin
for
that
kind
introduction
and
thank
you
to
the
hyams
foundation
for
your
partnership
with
the
city
of
Boston
and
with
the
chamber
in
helping
us
tackle
the
tough
conversations
about
racism
and
in
moving
these
conversations
to
action
so
that
we
can
continue
to
move
the
dial
on
inequality
and
economic
opportunity.
I
also
want
to
give
a
big
shout
out
to
mayor
Walsh
and
his
entire
team,
dr.
E
E
Creating
racial
equity
and
economic
opportunity
is
critical
to
this
purpose
and
to
the
long-term
success
of
our
economy,
which
is
why,
at
the
chamber,
we
have
focused
on
this
issue
as
the
top
public
policy
priority
and
in
all
of
our
offerings,
from
our
events
to
all
the
leadership
development
programs,
to
our
internship
initiatives
and
more.
In
fact,
earlier
this
year
we
formed
the
first
Economic
Opportunity
Committee
in
the
Chamber's
106
year,
history
led
by
members
of
our
executive
committee.
E
Through
the
focus
and
dedication
of
this
committee,
we've
already
launched
two
new
programs
aimed
at
moving
the
dial
on
equity.
The
first
is
our
pacesetters
program,
modeled
after
a
successful
program
in
Cincinnati,
which
works
to
advance
economic
inclusion,
so
expanded
access
to
corporate
procurement
opportunities
for
minority
owned
businesses,
our
chamber
pacesetters,
will
be
lodge
in
mid-sized
corporations
or
anchor
institutions.
F
E
Parted
with
the
Federal
Reserve
of
Bank
of
Boston
on
a
new
initiative,
we're
calling
redefining
talent.
This
internship
effort
will
focus
on
removing
barriers
from
entry-level
professional
jobs,
to
senior
management
roles
for
students
and
professionals
of
color.
We
believe
that
internships
of
a
pathway
into
the
labor
market
and
up
the
career
ladder.
We
also
believe
that
creating
this
diverse
talent
pipeline
is
crucial
to
Boston's
reputation
as
a
hub
of
talent,
and
we
must
provide
opportunities
for
all
of
our
residents
to
get
critical
access
and
experience
that
develops
them
for
the
jobs
of
Boston's
future.
E
E
Our
Chamber
members
know
that
Boston
cannot
continue
to
be
a
competitive
City
for
business
and
an
economically
strong
City.
When
we
have
the
largest
income
divide
in
the
United
States,
we
cannot
attract
and
retain
talent.
If
we
continue
to
be
haunted
by
the
perception
that
Boston
is
a
racist
and
discriminatory
City,
we
cannot
put
our
best
team
of
challenge
on
the
field
of
global
competition
if
our
young
professionals
of
color
feel
like
they
have
less
opportunities
to
succeed
or
grow
their
careers
in
our
city.
E
So
today,
my
message
to
you
is
that
the
Greater
Boston
Chamber
of
Commerce
in
the
business
community
is
all
in
on
this
issue.
In
fact,
beyond
what
we
are
doing.
As
a
group
at
the
chamber,
we're
encouraging
our
members
to
forge
ahead
with
their
own
corporate
initiatives
aimed
at
creating
economic
opportunity
and
several
already
doing
that,
you're
going
to
hear
from
three
of
those
on
our
panel
tonight
at
Keolis,
Boston,
Scientific
and
Tufts
health
plan.
E
But
programs
like
State
Street's,
Boston,
wins
a
multi-year
philanthropic
initiative
focused
on
bringing
systems
change
in
innovation
to
the
future
talent
pipelines
through
internships
to
thousands
of
bps
students
and
graduates
in
a
commitment
to
ensuring
that
Boston,
youth,
college-ready
and
career-ready
in
eastern
banks,
who
was
a
tremendous
pot
in
our
pacesetters
program
with
their
business
equity,
initiative
or
bei,
which
was
launched
this
year.
That
accelerates
the
growth
of
local
enterprises,
of
color
to
direct
impact
in
Drive
and
increase
in
job
opportunities
in
wealth
creation
in
Boston's
neighborhoods.
E
These
are
just
two
of
the
incredible
businesses
in
our
community
who
are
stepping
up
to
the
challenge
for
the
betterment
of
Boston
and
its
people.
This
effort
is
about
coming
together
and
working
together.
We
need
partnerships
and
we
need
collaboration.
We
can
no
longer
just
look
to
government
to
solve
our
most
pressing
pressing
social
issues.
All
stakeholders
must
be
at
the
table
and
must
invest,
invest
dollars
and
best
time,
invest,
sweat
and
invest
equity
in
solution
making
for
the
business
community.
E
It's
about
identifying
the
areas
that
we
are
best
poised
to
change
and
then
changing
them.
It
means
advocacy
and
speaking
loudly
for
public
policy
proposals
that
would
create
systemic
change
and
incentives
for
Economic
Opportunity
and
growth.
I'm
grateful
that
we
have
a
mayor
in
mayor
Walsh
as
a
leader
in
organizations
like
the
Hyams
foundation,
the
bio
foundation,
the
Boston
foundation
is
key
pot
and
its
partners
in
our
efforts
and
I'm
happy
to
be
a
part
of
tonight
in
this
ongoing
effort.
Thank
you.
E
And
we're
lucky
to
have
one
other
amazing
organization
included
in
this
partnership,
and
it
is
the
partnership
which
leads
me
to
introduce
our
moderator
tonight.
I've
got
the
great
pleasure
of
introducing
califo
my
longtime
friend
and
colleague
and
I'll.
Add
a
2017
inductee
into
the
Chamber's
Academy
of
distinguished
Bostonians.
G
G
Think
that
I
too,
would
just
like
to
say
words
of
thanks
to
mayor
Walsh
I'm,
going
to
look
at
this
first.
From
a
partnership
perspective,
the
mayor
has
been
in
conversation
with
our
chair
wealth
Martin
at
our
annual
meeting
at
the
partnership
and
we're
thrilled
that
he
gave
his
time
and
talked
so
poignant,
Lee
and
personally
about
the
issue
of
diversity
and
in
particular
growing
up
during
the
era
of
busing
and
the
scar.
That's
really
left
on
our
city.
G
I
want
to
also
acknowledge
jocelyn
sergeant
jocelyn
is
a
wonderful
addition
to
our
community
she's,
a
member
of
the
partnerships.
C-Suite
program,
we're
so
thrilled
you're
with
us
and
I,
am
so
delighted
that
you
indicated
that
we
get
a
bad
rap
in
Boston
and
that
we
are
indeed
welcoming
and
thank
you
for
being
here
and
thank
you
for
the
leadership
you
provide
and
thank
you
for
helping
us
really
display
who
we
really
are.
So
you
continue
to
shout
out
that
Boston
is
welcome
and
Jim
I
just
want
to
say
before
I
introduce
our
panel.
G
G
We
also
must
say
hello
to
my
good
friend
Rita
Hartman
Rita
is
chief
diversity
and
inclusion
officer
at
colliculus
commuter
services.
She'll.
Tell
you
a
little
bit
more
about
her
CEO
who
we
are
most
proud
of
as
well.
As
you
know,
Keolis
operates
and
maintains
the
MBTA
commuter
rail
service
and
it
carries
nearly
a
hundred
and
thirty
thousand
passengers.
Each
day.
G
Reader
is
responsible
for
managing
Keolis
supplier
diversity
program.
She's
responsible
for
attracting
retaining
and
developing
a
diverse
talent
base
of
2,100
employees,
Thank
You
Mita.
We
look
forward
to
hearing
from
you
and
then
I
must
introduce
you
to
Emilie
cornea
Ellen.
Emily
is
director
of
talent
acquisition
for
Boston
Scientific,
a
very
important
industry
here
in
our
and
wealth.
G
G
G
B
Right
Thank,
You
Carol.
For
that
question
and
good
evenin,
it
seems
like
the
heat.
It
may
not
be
turned
down.
Quite
the
idea,
but
but
fall
is
here
so
hopefully
folks
got
a
chance
to
get
out
and
enjoyed
the
beautiful
weather
this
weekend,
fall-like
weather.
So
thank
you
for
those
of
you
not
familiar
with
Tufts
health
plan
health
insurance
company
based
out
of
Watertown
Massachusetts,
not
too
far
from
here.
We
have
over
a
million
members
and
uniquely
position
as
a
health
insurance
company,
because
we
cover
everyone,
regardless
of
circumstance
and
age.
B
We
have
Medicare
Medicaid
and
commercial
insurance,
so
that
I
think
positions
us
in
a
unique
way
to
to
look
at
race
from
both
how
we
internally
reflect
the
racial
makeup
of
employees
but,
more
importantly,
how
we
better
serve
a
growing
diversity
of
our
membership
across
the
spectrum
of
income,
age
and
every
circumstance
of
life.
So
the
way
we
we
looked
at
this
question
of
how
race
and
business
intersect
is
and
really
how
my
role
came
about
about
two
years
ago,
because
I
was
not
a
diversity
practitioner.
B
I
grew
up
in
in
the
business
of
health
care,
making
healthier
more
affordable
and
more
accessible,
higher-quality.
But
then,
when
I
saw
the
data
we
all
see,
which
is
the
census
data
that
shows
that
that
our
ethnic
acne
ethnically
diverse
communities
are
the
fastest
growing
and
the
biggest
contributors
to
our
economy.
We
did
the
math
and
we
said
if
we're
a
health
insurance
company.
What
is
the
business
case
and
we
put
them
pet?
B
So
that
was
a
big
wake-up
call
for
us
and
for
our
CFO
and
our
senior
leaders
to
say
where
this
is
a
big
opportunity
to
really
tap
into
this
big,
these
growing
communities
and
then,
furthermore,
if
you
think
of
the
fact
that
we're
a
health
insurance
company,
we
also
looked
at
what
is
the
the
health
profile
of
the
ethnic
communities
in
Boston
and
in
Massachusetts
and
where
we
do
business.
And
we
found
that
there
are
healthcare
disparities
that
as
a
health
plan
we
needed
to
address,
so
it
made
a
lot
of
business.
B
Hence
it
wasn't
just
the
right
thing
to
do
and
it
is.
It
is
tied
to
our
mission,
but
also
it
was
tied
to
our
margin,
because
we
saw
a
big
opportunity
of
worth
of
worth
about
2.2
billion
in
revenue
and
significant
membership
that
we
saw
as
a
plan.
So
it
made
sense
from
both
the
mission
and
a
margin
standpoint.
So.
G
B
So
tying
it
to
the
business
what
it
did
for
us
is:
it
brought
everybody
under
the
tent
on
the
diversity
topic.
In
many
organizations,
diversity
tends
to
be
an
issue.
That's
isolated!
To
those
who
are
diverse.
The
reality
is
in
issue.
It
should
be
an
issue
that
impacts
all
2600,
our
employees,
all
the
way
up
to
our
CEO
Tom
crossbolt.
So
there
was
a
level
of
commitment
when
people
realize
that
it
was
something
that
was
tied
to
our
business.
So
in
doing
that,
you
get
a
lot
of
allies.
B
You
get
every
department
to
want
to
contribute
if
you're
sitting
in
finance
and
if
you're
in
purchasing.
Suddenly
you
want
to
contribute
to
supplier
diversity.
If
you're
in
the
clinical
area
of
Tufts
health
plan,
you
want
to
contribute
to
issues
related
to
health
disparities
that
impact
our
diverse
members,
so
you're
able
to
connect
everyone
to
the
topic
of
diversity,
and
not
just
the
individuals
who
happen
to
be
diverse.
G
I've
heard
it
said
that
companies
that
don't
embrace
diversity
vigorously
will
find
that
their
competitors
will
and
the
competitors
will
win
and
one
professor
indicated
it's
got
you're
going
to
see
in
10
years.
Companies
are
really
going
to
fall
by
the
wayside
because
they're
not
competitive.
So
this
really
is
a
business
imperative.
A
First
of
all,
I
think
it's
important
to
recognize
that
well,
Keolis
operates
the
commuter
rail
in
Boston,
the
larger
company
that
we're
part
of
his
Glo
and
it's
in
16
countries
around
the
world.
So
it
would
be
very
difficult
to
run
a
business
and
to
provide
a
service
to
people
in
any
country
or
any
large
city
around
the
world.
A
A
couple
of
reasons
one
is
about:
27%
of
our
workforce
are
people
of
color,
and
so
that's
a
significant
percentage
of
the
workforce
that
we
rely
upon
every
day
that
are
part
of
what
makes
the
trains
run
keeps
them
maintained,
pays
the
bills
as
payroll
does
environmental
work
that
we're
engaged
in.
So
we
literally
couldn't
operate
and
I
think
that
any
business
that
doesn't
recognize
the
diversity
of
its
customer
base
and
respect
that
customer
base
and
mirror
that
customer
base
isn't
going
to
be
in
operation
for
very
long
either.
A
We
also
recognize
that
this
community,
where
in
Massachusetts
actually
as
a
whole,
is
an
area
with
a
very
large
immigrant
population
from
countries
all
over
the
world.
I'm
the
grandchild
of
immigrants,
myself
and
one
of
the
obligations
that
we
have
as
a
public
service
as
a
public
entity
which
transportation
is
it's
a
civil
right,
is
that
if
we're
serving
people
from
who
live
here
and
have
decided
to
reside
in
the
u.s.
from
all
over
the
world,
we
also
have
to
be
able
to
speak
different
languages.
A
G
You
Emily
your
head
of
talent,
acquisition
and,
at
the
end
of
the
day,
companies
just
want
to
hire
the
best
talent
of
all
kinds
and,
as
we
said,
if
you
don't,
your
competitors
will
and
they'll
win.
So
how
does
Boston
Scientific
attract
the
best
talent
of
all
kinds?
How
does
Boston
Scientific
attract
diverse
talent.
H
Thank
you
very
much
for
having
me
this
evening
and
it's
a
pleasure
to
be
here.
You
know
it
is
a
competitive
landscape,
there's
just
no
two
ways
about
it
and
at
Boston
Scientific.
We
look
for
strong
partnerships
to
help
us
identify
talent
from
all
different
groups
across
the
state
and
the
country
and
the
globe
were
also
faced
with
the
difficulty
of
looking
for
individuals
that
are
in
the
STEM
fields.
Right.
H
Technology,
engineering
and
math
and
in
those
fields
we're
really
looking
for
talent
that
can
be
innovative
and
have
a
diversity
of
thought
because
at
the
end
of
the
day,
we're
looking
for
individuals
that
will
help
us
develop
products
that
will
change
patients
lives.
So
if
Boston
Scientific,
we've
established
some
partnerships
with
different
groups
to
help
us
attract
talent
at
the
university
level,
we've
established
relationships
locally
with
universities
and
colleges,
but
also
have
identified
the
importance
for
us
to
have
relationships
with
the
historically
black
colleges,
because
people
may
or
may
not
know.
H
While
those
colleges
represent
about
4
percent
of
individuals
who
graduate
with
engineering
degrees,
they
represent
30%
of
the
diverse
population
graduating
with
those
degrees.
So
it
was
important
for
us
to
establish
strong
relationships
with
those
colleges
and
university
and
really
think
about
how
we
can
attract
the
students
into
our
programs,
develop
and
retain
them
for
the
long
haul,
with
Boston
Scientific.
H
G
A
So
the
the
president
of
Keolis
commuter
services
is
sitting
in
the
back
and
happy
that
he's
there.
My
boss
and
Gerald
Francis
has
a
long
long
career
in
public
transportation
in
the
United
States.
So
Keolis
was
very
lucky
to
hire
him
and
have
him
come
to
Boston
from
the
Washington
Metropolitan
Area,
most
recently
to
head
up
the
operation
and
Keolis.
So
I
want
to
say
a
little
bit
about
the
importance
of
leadership,
because
in
reporting
to
Gerald
I
knew
that
I
had
an
ally.
I
knew
that
I
had
an
advocate.
A
G
Gerald
please
stand
up.
Gerald
is
also
on
the
Executive
Committee
of
the
Chamber
of
Commerce
and
we're
thrilled
that
he's
here
and
so
Gerald.
Thank
you
and
a
plug
for
the
partnership
he's
in
our
c-suite
program.
So
thank
you.
So,
let's
be
frank:
let's
talk
about
what
we're
not
doing
business
is
tough
funds
are
tight.
How
do
you
see
that
currently
impacting
diversity
wine?
You
want
to
take
it.
B
The
products
that
you
produce,
if
you're
able
to
to
make
that
connection
is
easier
said
than
done
for
certain
industries.
I
would
say:
healthcare
is
something
we
all
need
so
recognizing
that
individuals
from
a
particular
background,
consume
healthcare
differently,
have
different
quality
outcomes
in
healthcare.
I
think
it's
maybe
an
easier
case
to
make
in
terms
of
how
and
business
but
I
think
every
business
whether
he's
bought
Boston
Scientific.
G
I
think
as
as
individuals
who
really
care
passionately
about
diversity,
it's
really
up
to
us
to
constantly
advocate
in
terms
of
the
business
case.
Right
now,
there
are
more
babies
of
color
born
in
this
country
than
Caucasian
babies.
I
think
it's
important
that
our
organizations
know
that
by
2042
there
will
be
more
people
of
color
in
this
country
than
Caucasians
I.
G
Think
it's
important
for
our
organizations
to
know
that
the
country
is
becoming
increasingly
browner
and
browner,
and
that's
our
market
place
and
that's
our
workforce,
and
unless
we
have
the
this
kind
of
culture
in
our
organization
that
can
attract
and
retain
this
talent
again
we're
going
to
lose,
but
while
all
of
us
and
all
in
the
audience,
really
value
this
issue
of
diversity
rita.
Let
me
ask
you,
you
know
what
are
we
not
doing.
A
So
I
want
to
I
want
to
first
say
what
we
are
doing
and
and
and
also
illustrate
what
we're
not
doing
so
before
coming
to
Keolis
I
think
you
know,
Carol
I
had
I
had
worked
with
a
number
of
other
large
corporations
around
the
United
States
and
one
of
the
things
that
a
lot
of
organizations
don't
do
is
that
they
don't
tie
performance
on
diversity,
to
performance
reviews
to
performance
management
for
their
leadership
or
their
managers.
In
general,
I
worked
in
organizations
where
I
saw
people
getting
Norma's
bonuses
and
and
merit.
A
You
know
payments
for
achieving
financial
results
for
achieving
the
kinds
of
results,
but
diversity
and
inclusion
was
not
included
in
that
and
so
I'm
happy
to
say
that
we
do
measure
that,
in
terms
of
our
company
in
terms
of
progress
on
diversity,
so
the
managers
are
expected
to
participate
in
diversity
and
inclusion
efforts
and
to
make
strides
not
only
in
utilization
of
diverse
suppliers,
but
in
attracting
retaining
and
developing
talent
but
oftentimes.
That's.
That
is
not
the
case.
A
Don't
think
that
we're
reaching
out
enough
to
businesses
that
have
minority
ownership
to
be
clear
with
them
about
how
to
do
business
with
larger
corporations
and
I
say
that,
because
I
used
to
be
I
was
a
minority
member
of
a
company
that
was
owned
by
people
of
color,
so
I
was
the
I.
Was
the
white
person
in
the
company
you.
A
How
do
we
bridge
that
and
I
think
to
get
one
of
your
earlier
points?
It
is
about
partnering
with
nonprofit
organizations
that
have
as
their
mission
the
growth
and
development
of
diverse
suppliers
and
there's
a
number
of
good
ones
in
the
Greater
Boston
area.
The
great
in
doing
the
minority
supplier
development
is,
it
is,
does
a
lot
of
work
in
that
area
on
the
Center
for
Women
Enterprise.
G
And
so
much
in
corporate
is
focused
on
finances,
and
so
the
challenge
with
suppliers
is
that,
as
you
become
a
global
company,
you
can
then
look
at
a
global
organization
for
your
contracts
around
the
globe.
So
the
importance
of
having
that
voice
for
being
able
to
ensure
we're
using
local
talent,
talent
of
color
and
female
talent
is
so
important
because
you
can
so
easily
use
an
organization
that
for
the
price,
because
they're
so
large,
you
know,
can
give
you
a
deeper
cut
and
to
your
point
there
are
other
benefits
than
finances.
B
Just
to
add,
add
to
that
and
and
I
think
this
is
an
opportunity
of
something
we're
not
doing
enough
of
in
this
pace
of
supplier.
Diversity
is
tell
that
value
story,
right,
I
think
we
say
is
the
right
thing
to
do.
It
aligns
with
mission,
but
what
we're
not
doing
enough
and
I
think
we
have
a
very
compelling
case
and
in
fact,
Jim
Rooney
and
the
work
being
done
at
the
chamber
is
working
on
this.
B
Based
on
the
model
Jim
reference
from
Cincinnati,
where
they've
took
they've,
been
able
to
calculate
the
ROI
and
the
value
behind
supplier
diversity.
It
brings
that
they
have
a
way
to
quantify
the
innovation
that
comes
from
the
work
they're
able
to
quantify
the
better
pricing
that
comes
from
that
work,
able
to
quantify
the
impact
on
the
organization
for
being
able
to
build
those
relationships.
So
we're
not
doing
enough
of
that.
It's
certainly
not
my
organization,
but
in
the
collaboration
with
the
chamber,
we're
looking
to
do
more
of
that.
B
We're
also
not
doing
enough,
at
least
in
the
private
sector,
being
transparent
about
these
great
goals
that
we
all
have.
Many
many
more
of
us
are
starting
to
say
this
is
not
just
the
right
thing
to
do,
but
good
for
business.
Well,
let's
tell
the
story:
let's
be
transparent
about
that
story.
Let's
say
here's!
Here's
the
goal
that
we
have
and
and
be
comfortable
with
that
oftentimes
the
private
sector
is
just
not
not
comfortable
in
that
space.
So
I
think
there's
there's
a
number
of
things.
G
H
It's
a
great
question
and
I'm
really
excited
about
the
fact
that
there
has
been
some
attention
put
on
this.
Certainly
the
educational
programs
and
the
state
are
much
more
focused
on
this,
and
at
Boston,
Scientific
we've
gained
engaged
with
some
organizations
to
help
pull
through
individuals,
whether
it's
through
mentorship
or
identification
of
individuals
who
have
interest
in
our
area
where
we're
sponsoring
some
activities.
H
So
we've
partnered,
with
Girls
Inc,
to
identify
students
who
have
expressed
interest
earlier
in
career
and
really
put
our
arms
around
those
individuals
to
sort
of
say,
there's
opportunities
in
the
space
to
create
a
make
a
career
and
in
the
stem
activities.
I
would
also
say
you
know
to
be
fair,
there's
more,
we
can
do
you
know
we
have
employee
resource
groups
that
represent
all
different
diversity
in
our
organization
and
they're,
very
engaged
with
how
they
can
represent
Boston
Scientific
into
these
communities.
Much
more
actively.
H
I
also
think
that,
as
an
organization,
much
like
you
were
talking
about
around
measuring
our
performance,
it's
an
area
where
we
can
continue
to
improve
and
when
we
think
about
attract,
it's
really
not
only
just
about
the
identification
of
individuals
but
sort
of
thinking
through.
What
are
we
doing
to
continue
to
engage
those
communities?
What
are
we
doing
to
help
develop
the
advancement
of
their
skills
so
that
they
can
move
through
their
career
with
the
organization.
G
Leader,
you
mentioned
the
importance
of
performance
and
tying
diversity
performance
to
ones.
You
know.
Bonus
State
Street
has
actually
indicated,
has
actually
initiated
a
program
where
they
tied
diversity,
performance
to
bonuses,
and
obviously
people
take
note
of
that
employees.
Take
note
of
that
managers.
Take
note
of
it.
Pepsi
I'll
give
you
a
story:
Pepsi's
CEO
tied
diversity
performance
to
bonus,
and
in
fact,
one
year
finances
were
good
diversity.
G
Performance.
Wasn't
the
organization
the
board
wanted
to
give
the
see
a
big
bonus
and
the
CEO
said
no
I
shouldn't
get
it
because
I
haven't
reached
my
diversity
goals,
so
they
didn't
get
the
biggest
bonus
and
guess
what
needeth
neither
did
the
managers
who
report
it
to
them,
and
so,
as
a
result,
you,
you
know
what
happened
the
next
year.
G
So
that's
action
and
that's
leadership
at
the
very
top
and
so
I
wanted
to
make
sure
to
tell
those
stories
because
it
does
help
it
does
help.
And
so,
when
we
look
at
the
stem
field
and
we
look
at
the
sticks,
statistics
and
we're
very
concerned
about
them
and
we
value
the
program
that
Boston
Scientific
has
with
historically
black
colleges.
But
we're
also
aware
that
only
4%
of
interns
in
the
STEM
industry
are
black,
and
so
we
have
to
focus
on
this.
G
G
Look
at
idea-
and
they
had
in
this
case,
disability
ERG
group,
and
they
said
we
have
a
way
that
we
can
make
our
products
really
comply
with
diversity
and
they
convinced
their
business.
To
do
it
and,
as
a
result,
their
business
was
able
to
apply
for
government
grants
that
they
would
not
have
otherwise
done
and
their
dollars
went
up.
G
Their
bottom
line
was
in
acted,
so
I
encourage
all
of
us
to
think
about
the
challenges
that
we
have
in
all
of
our
organizations,
and
how
can
we
tie
that
dollar
to
it,
because
these
problems
are
systemic?
We
know
that
they're
incredibly
challenging,
but
it's
amazing
what
happens
when
we
can
tie
dollars
to
a
problem?
B
B
They
felt
about
this
and
in
the
displeasure
they
had,
so
we
because
diversity
was
a
top
priority
for
us
inclusive
of
raised
sexual
orientation,
gender
identity.
We
immediately
learned
from
that.
We
contacted
a
member
and
said
if
they
would
work
with
us
to
enhance
the
experience
for
our
transgender
members
and
quickly.
We
were
able
to
get
a
work
group
in
place
to
begin
to
change
their
way.
B
People
wanted
to
do
the
right
thing
and
we
quickly
were
able
to
put
in
place
the
effort
and
guess
what
it
makes
business
sense,
because
we
then
started
realizing
that
a
number
of
our
lawyers
had
in
the
RFPs
for
the
health
insurance
company
questions
about
what
are
you
doing
about
transgender
health?
So
it
makes
business
sense.
But
in
this
case
it
makes
sense
for
this
individual
number
and.
G
A
Glad
you
brought
that
up
because
of
a
slightly
different
example,
but
it
relates
to
it
so
we're
all
familiar
in
the
last
few
days,
I
think
with
the
major
faux
pas
that
Dove
soap
was
involved
in
with
that
commercial,
where
the
yeah.
We
know
that
okay,
so
and
I'm
sure
they've
lost
quite
a
bit
of
sales
dove.
So
because
of
that,
because
of
that
mistake,
so
one
of
the
things
that
happened
in
our
organization
was,
we
got
a.
A
We
got
an
example
of
an
of
an
ad
that
was
sent
from
another
part
of
the
part
of
the
world
that
was
used
effectively
in
another
country,
to
communicate
to
young
girls
and
to
women
that
they
were
careers
in
transportation.
So
it's
about
attracting
talent
and
I.
Looked
at
the
ad
and
I
showed
it
to
a
number
of
our
employees,
and
I
said
this
is
what's
been
suggested.
We
just
changed
the
change,
the
name
change,
the
location
to
Boston
and
and
use
this
ad.
A
We
don't
have
to
produce
a
new
one
and
I
shared
it
with
with
a
couple
of
colleagues,
and
they
had
the
same
reaction.
That
I
did.
That
said,
absolutely
not,
this
is
this
will
not
fly
in
Boston.
This
will
not
fly
in
the
United
States
for
America,
so
we
didn't
use
it,
but
it
was
the
same
situation
of
going
to
our
other
employees
and
saying
what
do
you
think
about
this
image?
A
And
what
do
you
think
it's
communicating
and
it
comes
from
another
place
and
they
said
well,
I
can't
imagine
this
working
anywhere,
but
it
did
it's
very
effective
in
another
country,
but
it
was
not
effective
here
and
it
wasn't.
It
wasn't
a
racist
message
for
saying
it
wasn't
really
a
sexist
message
necessarily
per
se,
but
it
was,
but
it
was
just
look.
A
You
know
it
just
was
flat,
and
so,
when
you
listen
to
your
employees,
when
you
listen
to
people
of
different
backgrounds
and
the
power
of
an
image
is
very,
very
powerful,
as
we
know
in
advertising,
and
so
we
didn't
use
it.
We
said
this.
This
is
not
the
right
approach
to
take
here.
We
need
to
go
a
different
way.
It's.
A
H
To
that
we've,
we've
done
similar
work
with
our
er
Gees
when
we've
tested
different
advertising
campaigns
from
a
recruitment
perspective,
but
when
our
friends
in
marketing
found
out
about
it,
they
were
immediately
thinking
well,
we
should
be
doing
that
with
all
of
our
product
ads.
So
it
was
a
really
interesting
connection.
Point
internally
for
people
to
make
I
would
also
say
it's.
It
really
represents
the
diverse
thinking
component.
H
And
the
importance
of
it
and
the
criticalness
of
it,
and
so
you
mentioned
the
disability
ERG.
We
have
asked
that
group
to
look
at
our
career
site
as
an
example
our
website
for
accessibility
in
ways
that
we
wouldn't
maybe
necessarily
understand
so
just
another
way
to
leverage
your
internal
populations
so.
G
There
is
a
new
acronym
out,
a
new
term
out
called
CQ.
Have
you
heard
of
it?
You
have
IQ
for
intelligence,
EQ
for
emotional
intelligence
and
CQ
for
cultural
intelligence.
You
know:
are
you
sensitive
to
various
cultures
so
that
when
you're
in
the
workforce
do
you
have
cultural
intelligence
and
reader?
G
Your
antennas
went
up
when
you
saw
the
potential
ad
that
was
suggested
run
and
that
story
actually
reminds
me
of
a
story
that
Colette
told
me
decades
ago
decades
ago
collect
when
we
were
at
the
ad
Club
on
the
ad
Club
board
together,
Colette
told
the
story
that
Chevy
I
believe
it
was
had
a
very
trendy
and
and
really
great
selling
car
here
in
America
called
Nova.
Am
I
right
Nova
and
it
was
selling
great.
G
G
G
Each
organization
is
on
a
particular
place
on
the
spectrum.
The
question
is:
where
are
you
on
the
spectrum
and
how
do
you
continue
to
advance?
And
so,
as
panelists
tonight,
I'd
like
to
ask
you
for
your
thoughts
and
perspective
perspectives
as
as
you
and
this
part
of
our
panel
discussion
so
Emily,
let's
start
with
you,
our
talent
acquisition.
H
Global
leader
here
so
I'm
really
pleased
to
hear
about
the
action
that's
happening.
You
know
with
my
my
panelists
here
and
and
I'm
interested
to
hear
in
the
room
as
well
and
I
think
that
for
for
us,
it's
about
how
do
you
sustain
that
over
time?
Because,
while
it's
important
to
celebrate
the
winds
that
you
have
as
an
organization
and
really
shine
a
light
on
what
those
winds
are,
we
really
have
to
continue
this
work
forward.
We're
really
talking
about
culture,
change,
mm.
I
H
Talking
about
generational
change,
building
a
pipeline
of
future
leaders,
so
while
my
job
is
really
about
getting
people
sort
of
through
that
door,
it's
important
that
organizations
think
about
how
are
we
continuing
to
pull
that
talent
through
their
career
with
an
organization,
and
that
will
take
time
and
commitment,
I'm,
really
pleased
to
say
the
CEO
that
I
work
for
Mike
Mahoney
is
personally
committed
to
this
work.
This
past
summer
he
signed
a
CEO
action
for
diversity,
with
over
300
other
CEOs
across
the
country.
Tell.
H
Initiative,
this
is
a
group
of
people
who
really
have
made
a
commitment
to
diversity
in
their
organizations,
and
there
are
three
pillars:
it's
about.
You
know
creating
an
environment
where
people
are
comfortable
and
can
bring
their
best
selves
to
work.
It's
about
learning
from
each
other,
and
it's
about
ensuring
that
this
trusting
workplace
is
the
workplace
of
the
future.
For.
I
H
F
A
A
The
railroad
prides
itself
in
some
ways.
It's
almost
like
the
mining
industry
that
if
your
grandfather
or
great-grandfather
worked
in
the
railroad
or
in
or
in
transportation
or
for
the
MBTA,
your
grandson
was
gonna
work
that
your
son
and
your
grandson
and
so
forth,
and
when
you
have
a
legacy
of
an
industry,
that's
not
only
male
dominated
but
white
dominated.
A
It
can
be
very,
very
challenging
to
change
begin
to
change
that
culture
and
it's
also
a
heavily
unionized
environment.
So
there's
some
additional
unique
challenges
around
heavily
unionized
environments.
So
I
don't
want
to
paint
a
bleak
picture,
but
I
do
want
to
be
a
print
paint,
a
very
honest
picture
of
what
needs
to
be
done
and
also
how
quickly
it
needs
to
change
to
stay
current
with
technological
change
and
trends
in
the
world
and
to
be
part
of
the
economic
engine
of
a
very
vibrant
state
in
a
very
vibrant
region.
G
And
and
I
think
what's
interesting
is
that
you
have
Emily
in
in
the
newest
industry
in
life
sciences,
you
have
Rita
and
as
she
indicates,
and
one
of
the
oldest
industries
in
this
country
both
faced
with
the
same
challenges.
And
so
what
do
we
do
to
advance
the
organization
and,
at
the
end
of
the
day,
what
we're
saying
is
so
that
you
can
be
competitive
or
in
this
space.
G
B
B
B
We
could
move
beyond
this
discord
that
we're
seeing
as
a
country
and
and
turn
it
into
action,
because
there's
a
long
way
to
go,
but
by
convening
leaders
and
convening
all
of
us
like
we're
doing
today,
I
think
we
will
get
there
we'll
make
it
past
the
rough
time
that
we're
going
through
and
and
I
think
there's
definitely
a
good
good
place
ahead
of
us.
But
it
does
take
concerted
effort,
intentional
effort
from
all
of
us
to
get
to
that
point
and
not
and
not
be
discouraged,
because
it's
easy
to
get
discouraged.
I
think.
G
That's
an
excellent
point
to
shift
to
questions,
so
thank
you
for
reminding
everyone
of
the
discord
that
is
today
and
we
choose
to
only
think.
This
is
a
blip
in
time
because
we
have
to
prevail
because
of
what
you've
heard
already
about
the
advantage
that
diversity
brings
and
that
the
statistics
of
McKenzie
study
that
it's
the
future
is
diverse
and
the
future
is
here
today.
I
I'm
also
gonna
introduce
myself.
My
name
is
Clarabelle.
Santiago
I
still
have
another
20
years.
I
would
like
to
work,
but
unfortunately,
at
this
time,
I'm,
unemployed
and
I
have
my
City,
my
master's
degree
in
City
Planning,
which
I
perceived
in
2017,
so
I
want
to
advance
that
breed.
I
hope
you
don't
mind,
but
I
also
wanted
to
bring.
The
title
of
the
topic
tonight
is
of
Boston
has
the
power
of
now
because
of
its
history,
to
bring
truth
to
advance
economic
inclusion.
I
How
that's
gonna,
look
like
I,
don't
know,
I,
don't
know,
but
I
think
there's
a
way
that
corporations
and
people
are
in
denial.
The
1%
are
in
denial,
so
we
need
to
come
up
and
and
really
bring
it
back
a
little
bit
and
and
not
only
advance
it,
but
also
look
back
because
we
all
benefited
from
this
land
and
from
Bri
look
from
free
wages
from
from
free
labour
from.
I
G
F
Thank
you
all
for
being
here.
My
name
is
Jessica
Zander
I
work
at
YW,
Boston,
YWCA,
Boston
I'm,
wondering
if
you
could
say
a
little
bit
about
representation
at
management
and
leadership
levels
as
well
as
board
levels.
I
hear
you
saying
a
lot
about
diversification
of
workforce
bringing
folks
in
and
I'd
love
to
just
hear
your
thoughts
on
that
strategies,
tactics
where
we
need
to
be
going.
Thank
you
great
question
from
Jessica.
B
Well,
I
think,
having
done
type
of
information
available
is
the
starting
point-
transparency
of
that,
so
that
so
you
don't
hide
behind
the
overall
percentage
of
diversity
which,
if
you
simply
look
at
for
instance,
of
our
company,
we
have
pretty
well
represented
staff.
32%
are
people
of
color
we're
in
health
care
soaps
about
60
percent
or
165
percent
are
women,
but
do
you
need
to
then
look
to
your
point
at
the
next
level
up
and
we
do
we
look
at
directors
and
above
and
not
surprisingly,
like
it
is
for
many
organizations
the
percentages
shrink.
B
So
first
you
need
transparency
about
that
data,
and
then
you
need
to
be
intentional
about
connecting
with
the
diverse
talent.
That's
out
there,
that's
why
organizations
like
the
partnership
exists
and
I,
don't
know
if
Collette
still
here,
but
Collette
has
done
a
great
job,
pulling
together
a
list
of
leaders
in
different
industries.
The
Get
Connected
100
came
out
last
year,
which
highlighted
a
number
of
leaders
and
then
recently
within
life
sciences
and
health
care.
B
The
industry
that
I'm
in
she
put
together
a
list
of
50
and
distinguished
individuals,
and
those
are
the
folks
that
I
hand
it
over
to
our
board
of
directors
and
our
senior
leadership
and
said.
Here's
who
to
pick
from
if
we
want
to
diversify
the
board
as
we
continue
to
diversify
the
board
and
and
senior
leadership.
So
I
think
part
of
it
is
the
traditional
channels
or
the
traditional
networks
that
our
organizations
are
familiar
with
are
are
different
from
from
the
ones
that
that
need
to
be
made
available
to
diversify
the
staff.
B
G
J
B
F
A
A
Who
stood
up
in
the
back?
The
senior
leadership
team
Achilles
is
one
african-american
male
Gerald
and
one
white
female
Rita.
So
that's
where
we
started.
We
have
changed
slightly
since
since
the
inception
of
the
contract
three
years
ago,
so
there
were
two
two
african-american
meals
and
three
three
females,
one
of
whom
is
latina
and
the
other
two
are
white.
F
F
G
J
Jane
Horseman
I'm
chief
executive
at
inter
I
swear
national
nonprofit,
headquartered
in
Boston
the
grows
established
small
businesses
and
low-income
communities.
Currently
6,000
businesses
across
the
United
States
have
completed
our
streetwise
MBA
and
Colet.
If
she's
no
she's
left
out
she's
one
of
our
grads
as
well.
My
question
grows.
You
encouraged
us
to
ask
the
tough
stuff
so
I'm
gonna.
Take
you
up
on
that.
J
There's
a
report
that
the
Association
for
Economic
Opportunity,
recently
published
on
the
color
African
state
of
African
American
business
in
the
US
and
one
of
the
things
that
identified,
which
was
the
most
difficult
gap
to
address
after
access
to
capital
and
access
to
procurement,
was
access
to
trust
and
that
until
there
is
a
shift
on
the
trust
level,
then
there's
no
system
exchange.
So
I'd
like
to
ask
you
from
your
experience,
how
does
a
corporation
move
from
a
transactional
approach
when
it's
looking
at
supplier
diversity
to
a
trust
based
approach,
but.
A
So
I
think
the
I
think
the
way
I
would
respond
to
that
is
to
say
that
the
efforts
that
we
take
are
to
try
to
establish
relationships
with
vendors,
and
that
means
actually
actually
a
lot
of
time
spent
and
forms
like
this,
but
also
going
out
to
small,
very
small,
local
chambers
of
commerce.
There's
a
Hispanic
American
Chamber
of
Commerce
there's
a
Cape
Verdean
Chamber
of
there's
a
number
of
different
small
entities
that
are
that
they're
not
as
large
as
the
Greater
Boston
Chamber
of
Commerce,
and
they
are
culturally
and
ethnically
identified
as
such.
A
And
so
it
means
getting
on
the
phone.
It
means
showing
up
and
community
centers
and
sometimes
in
restaurants
and
meeting
with
people
from
those
groups
and
being
present
and
listening
and
talking
to
people
and
extending
the
name
of
the
company
and
the
the
kinds
of
opportunities
that
we
you
know
have
to
offer
and
how
we're
looking
to
partner
with
organizations
so
I.
Think
of
it
as
a
relationship
building
which
can
be
slow
and
pretty
labor
intensive.
A
But
it's
not
as
simple
as
just
going
on
doing
an
online
directory
and
finding
the
name
of
a
business
that
says
it
is
minority-owned.
It's
really
taking
the
time
to
get
to
know
people
and
let
them
get
to
know
you
and
and
also
being
very
honest
and
straightforward
about
what
we
purchase
and
what
we're
looking
for
and
what
we're
not.
And
it
is
a
challenge
on
supplier,
diversity,
I
think
we're
doing
quite
well
with
it.
A
We've
met
the
targets
that
that
we're
supposed
to
be
meeting
and
we've
exceeded
them
for
the
last
three
years,
but
again
and
go
back
to
the
old
industry
and
it's
hard
to
find
steel
suppliers.
For
example,
we
buy
steel
to
repair
the
rails,
it's
hard
to
find
even
an
American
company
that
can
be
a
supplier
of
steel,
much
less
a
smaller
corporation
or
a
diverse
corporation.
J
G
J
B
G
No,
no
thank
you.
Thank
You
Emily
any
perspective
on
that.
Again.
This
is
tough
stuff.
It's
important
that
we
have
honest
conversations.
It's
important
to
acknowledge
our
past
and
the
challenges
that
we've
had
the
reputation
that
we
have
and
the
importance
of
changing
and
that
if
we
don't
change,
our
businesses
are
going
to
fail.
G
But
we
can't
do
this
work
alone.
As
we
heard
Jocelyn
and
Jocelyn's
wonderful
quote,
it
requires
us
to
do
to
do
this
work
together,
and
so
I
want
to
thank
you
for
coming
out
tonight
and
for
giving
up
your
time
to
be
with
us
to
listen
to
these
individuals
who
put
themselves
on
the
line
each
and
every
day.
So
please
help
me
thank
our
illustrious.