100-CEO-Leaders-STEM_2016 - STEMconnector [PDF]

2016

#100STEMLeaders

©2016 STEMconnector® All Rights Reser ved

Production Team Edie Fraser Chief Executive Officer STEMconnector® [email protected]

Printed By: Vern Von Werder (727) 698-0925 [email protected]

Lorena Soto Fimbres VP & Chief Business Development Officer [email protected]

Acknowledgements Diversified Search, LLC Carly Louis - Jean Samuel Blair

Latifa Cooper Manager, Business Development & Member Services [email protected] Erika Hansen Manager, Partnerships & Projects [email protected]

Information and Copies 1200 New Hampshire Ave NW Suite 820 Washington, DC 20036

Matthew Gonsalves Graphic Designer [email protected]

STEMconnector® Team

Edie Fraser Chief Executive Officer 202-296-5222 [email protected]

Tommy Cornelis Director, Digital Content 202-306-3142 [email protected]

Philip Casey Manager, Projects 202-304-1950 [email protected]

Lorena Fimbres VP & Chief Business Development Officer 202-296-3009 [email protected]

Brian Jackson Director, Strategic Initiatives 202-304-1953 [email protected]

Latifa Cooper Manager, BD & Member Services 202-304-1964 [email protected]

Ted Wells VP & Chief Strategy Officer 202-296-5224 [email protected]

Dania Roach Director, Project Partnerships 202-304-1957 [email protected]

Erika Hansen Manager, Partnerships & Projects 202-304-1952 [email protected]

Dr. Talmesha Richards Chief Academic & Diversity Officer 202-304-1952 [email protected]

Jordan Bullock Director, Corporate Development 202-304-1951 [email protected]

Kayla Brown Manager, State Programs 615-585-0374 [email protected]

Senior Advisors Dr. Dane Boyington Co-Founder & Chief Technical Officer Thinking Media-Learning Blade [email protected]

Sheila Boyington, PE Co-Founder & President Thinking Media-Learning Blade [email protected]

Leadership Board Rob Denson President, Des Moines Area Community College

Dr. Heidi Kleinbach-Sauter Senior Vice President, Global Foods R&D PepsiCo

Balaji Ganapathy Head, Workforce Effectiveness, NA Tata Consultancy Services

@STEMconnector

3 | 100 CEO LEADERS IN STEM

Michael Norris CEO, Healthcare Sodexo North America Jane Oates VP, External Affairs Apollo Education Group

/STEMconnector

www.STEMconnnector.org

STEMconnector


Table of Contents About the Publishers.............................................................................................................................................................11

SECTION I FOREWORD Dale Elton Jones...................................................................................................................................................................23 President and Chief Executive Officer, Diversified Search

SECTION II 100 CEO LEADERS IN STEM Inge Thulin............................................................................................................................................................................28 Chairman of the Board, President and Chief Executive Officer, 3M Ajita Rajendra.......................................................................................................................................................................30 Chairman and Chief Executive Officer, A.O. Smith Corporation Carlos Rodriguez...................................................................................................................................................................32 President and Chief Executive Officer, ADP Dennis Albaugh....................................................................................................................................................................34 Founder and Chief Executive Officer, Albaugh LLC Kate Lindsey.........................................................................................................................................................................36 Chief Executive Officer, Alpha Corporation Warner L. Baxter..................................................................................................................................................................38 Chairman, President and Chief Executive Officer, Ameren Corporation Nicholas K. Akins..................................................................................................................................................................40 Chairman, President and Chief Executive Officer, American Electric Power Margery Kraus......................................................................................................................................................................42 Founder and Executive Chairman, APCO Worldwide Gary Mignogna.....................................................................................................................................................................44 President and Chief Executive Officer, AREVA Inc. Betty Manetta......................................................................................................................................................................46 Chief Executive Officer, Argent Associates Inc. / Asociar Randall L. Stephenson..........................................................................................................................................................48 Chairman and Chief Executive Officer, AT&T Inc. Jeffrey Wadsworth...............................................................................................................................................................50 President and Chief Executive Officer, Battelle Philip Blake...........................................................................................................................................................................52 Senior Representative, U.S., Bayer Bill Dudley............................................................................................................................................................................54 Chief Executive Officer, Bechtel Group, Inc Sonny Beck...........................................................................................................................................................................56 Chief Executive Officer, Beck's Hybrids


100 CEO LEADERS IN STEM | 4

John Mingé...........................................................................................................................................................................58 Chairman and President , BP America Inc. Mike Gregoire.......................................................................................................................................................................60 Chief Executive Officer, CA Technologies Richard D. Fairbank..............................................................................................................................................................62 Founder, Chairman and Chief Executive Officer, Capital One Financial Corporation George S. Barrett..................................................................................................................................................................64 Chairman and Chief Executive Officer, Cardinal Health David MacLennan.................................................................................................................................................................66 President and Chief Executive Officer, Cargill Michael E. Hansen................................................................................................................................................................68 Chief Executive Officer, Cengage Learning Jacqueline Hinman...............................................................................................................................................................70 President and Chief Executive Officer, CH2M Michele Kang........................................................................................................................................................................72 Chief Executive Officer, Cognosante Brian L. Roberts....................................................................................................................................................................74 Chief Executive Officer, Comcast Michael J. Ward....................................................................................................................................................................76 Chairman and Chief Executive Officer, CSX Corporation Bradley Feldmann................................................................................................................................................................78 President and Chief Executive Officer, Cubic Corporation Tom Linebarger.....................................................................................................................................................................80 Chairman and Chief Executive Officer, Cummins Inc. Scott Berkey..........................................................................................................................................................................82 Chief Executive Officer, SIMULIA, Dassault Systèmes Cathy Engelbert....................................................................................................................................................................84 Chief Executive Officer, Deloitte LLP Bill Goodwyn........................................................................................................................................................................86 President and Chief Executive Officer, Discovery Education James Dyson.........................................................................................................................................................................88 Founder and Chief Engineer, Dyson Theodore F. Craver, Jr...........................................................................................................................................................90 Chairman, President and Chief Executive Officer, Edison International John C. Lechleiter, Ph.D........................................................................................................................................................92 Chairman President and Chief Executive Officer, Eli Lilly and Company


Mccoonnnneeccttoorr®® AAl l l RRi igghhttss RReesseerrvveedd ©©22001166 SSTTEEM

Mary Frantz..........................................................................................................................................................................94 Founder, Chief Executive Officer and Managing Partner, Enterprise Knowledge Partners, LLC Ron Mobed...........................................................................................................................................................................96 Chief Executive Officer, Elsevier Stephen Howe, Jr.................................................................................................................................................................98 US Chairman and Americas Managing Partner, EY Rex W. Tillerson..................................................................................................................................................................100 Chairman and Chief Executive Officer, ExxonMobil David T. Seaton...................................................................................................................................................................102 Chairman and Chief Executive Officer, Fluor Corporation Mark Fields.........................................................................................................................................................................104 President and, Chief Executive Officer, Ford Motor Company Richard C. Adkerson...........................................................................................................................................................106 Vice Chairman, President and Chief Executive Officer, Freeport-McMoRan Inc. Abdol Moabery..................................................................................................................................................................108 Founder, President and Chief Executive Officer, GA Telesis Maryrose T. Sylvester.........................................................................................................................................................110 President & Chief Executive Officer, GE Lighting Phebe N. Novakovic...........................................................................................................................................................112 Chairman and Chief Executive Officer, General Dynamics Gordon B. Fowler, Jr...........................................................................................................................................................114 President and Chief Executive Officer, Glenmede Sylvana Coche.....................................................................................................................................................................116 Founder and Chief Executive Officer, Gravity Pro Consulting Ilene S. Gordon...................................................................................................................................................................118 Chairman, President and Chief Executive Officer, Ingredion Incorporated Mark Sutton........................................................................................................................................................................120 Chairman and Chief Executive Officer, International Paper Jennifer Bisceglie................................................................................................................................................................122 Chief Executive Officer, Interos Solutions, Inc. Alex Gorsky.........................................................................................................................................................................124 Chairman and Chief Executive Officer, Johnson & Johnson Michael Araten...................................................................................................................................................................126 President and Chief Executive Officer, K'NEX and The Rodon Group Bernard J. Tyson.................................................................................................................................................................128 Chairman and Chief Executive Officer, Kaiser Permanente



Dr. Chris Nelson..................................................................................................................................................................130 President and Chief Executive Officer, Kemin Industries Lynne Doughtie..................................................................................................................................................................132 Chairman and Chief Executive Officer, KPMG LLP Michael T. Strianese...........................................................................................................................................................134 Chairman and Chief Executive Officer, L-3 Aymar de Lencquesaing.....................................................................................................................................................136 President, North America, Lenovo Leo A Daly III.......................................................................................................................................................................138 Chairman and Chief Executive Officer, LEO A DALY Marillyn Hewson................................................................................................................................................................140 Chairman, President and Chief Executive Officer, Lockheed Martin Corporation Jonas Prising.......................................................................................................................................................................142 Chairman and Chief Executive Officer, ManpowerGroup Ajaypal Singh Banga...........................................................................................................................................................144 President and Chief Executive Officer, MasterCard Shellye Archambeau..........................................................................................................................................................146 Chief Executive Officer, MetricStream Anthony R. Jimenez............................................................................................................................................................148 President and Chief Executive Officer, MicroTech Al Grasso.............................................................................................................................................................................150 President and Chief Executive Officer, The Mitre Corporation Hugh Grant.........................................................................................................................................................................152 Chairman and Chief Executive Officer, Monsanto Dr. James Truchard.............................................................................................................................................................154 President, Chief Executive Officer and Co-founder, National Instruments Warren M. Boley, Jr............................................................................................................................................................156 President and Chief Executive Officer, Norsk Titanium Wes Bush............................................................................................................................................................................158 Chairman, President and Chief Executive Officer, Northrop Grumman Corporation Michael J. Dowling.............................................................................................................................................................160 President and Chief Executive Officer, Northwell Health System Glenn Kellow......................................................................................................................................................................162 President and Chief Executive Officer, Peabody Energy Pedro Padierna...................................................................................................................................................................164 President, PepsiCo Mexico


Mccoonnnneeccttoorr®® AAl l l RRi igghhttss RReesseerrvveedd ©©22001166 SSTTEEM



When the world demands a highly-skilled workforce, and you need the best collective leadership, we are here with you. Over 150 Members Strong

n

STEM 2.0 as operating principle - Demand for Jobs n One Stop for STEM Information and Careers n STEM Management Consulting n STEM Best Practices n Powerful Convener of STEM Stakeholders n Leverage of a Strong STEM Network n Focus on the Entire Pipeline (K-Jobs) n Research & Benchmarking n STEM Platform Ready to “Plug & Play” n Emphasis on Women & Diversity n Global STEM Vision n STEM Strategic planning

For information on becoming a member, contact [email protected] or visit www.STEMconnector.org



Dr. Cheemin Bo-Linn...........................................................................................................................................................166 President and Chairman, Peritus Partners, Inc. Nina Vaca............................................................................................................................................................................168 Chairman and Chief Executive Officer, Pinnacle Group James Heppelmann............................................................................................................................................................170 President and Chief Executive Officer, PTC Robert E. Moritz.................................................................................................................................................................172 Chairman and Senior Partner, PwC US Steve Mollenkopf...............................................................................................................................................................174 Chief Executive Officer, Qualcomm Incorporated Linda Galipeau....................................................................................................................................................................176 Chief Executive Officer, Randstad US Dr. Thomas Kennedy..........................................................................................................................................................178 Chairman and Chief Executive Officer, Raytheon Timmothy Boettcher..........................................................................................................................................................180 President and Chief Executive Officer, Realityworks Siobhan Mullen..................................................................................................................................................................182 Founder and Chief Executive Officer, SAS Games, Inc Jim Goodnight....................................................................................................................................................................184 Chief Executive Officer, SAS Carmen Castillo..................................................................................................................................................................186 President and Chief Executive Officer, SDI International Corp. David Etzwiler.....................................................................................................................................................................188 Chief Executive Officer, Siemens Foundation Nick Pinchuk.......................................................................................................................................................................190 Chairman and Chief Executive Officer, Snap-on Incorporated Lorna C. Donatone.............................................................................................................................................................192 Chief Executive Officer, Sodexo Schools Worldwide & President, Sodexo North America, Sodexo, Inc. Michael Norris....................................................................................................................................................................194 Chief Executive Officer of Healthcare, Sodexo North America Thomas Fanning.................................................................................................................................................................196 Chairman, President and Chief Executive Officer, Southern Company Natarajan Chandrasekar....................................................................................................................................................198 Chief Executive Officer & Managing Director, Tata Consultantcy Seniors Alka Dhillon........................................................................................................................................................................200 Founder and Chief Executive Officer, Technalink


1 0 0 C E O L E A D E R S I N S T E M | 10

Richard (Rich) K. Templeton...............................................................................................................................................202 Chairman, President and Chief Executive Officer, Texas Instruments Marc Casper.......................................................................................................................................................................204 President and Chief Executive Officer, Thermo Fisher Scientific Peter J. Davoren.................................................................................................................................................................206 President and Chief Executive Officer, Turner Construction Company David Abney.......................................................................................................................................................................208 Chairman and Chief Executive Officer, UPS Henry Fleches.....................................................................................................................................................................210 Chief Executive Officer, United Data Technologies Sajan Pillai..........................................................................................................................................................................212 Chief Executive Officer, UST Global Marni Walden.....................................................................................................................................................................214 EVP and President of Product Innovation and New Businesses, Verizon Jason Andringa...................................................................................................................................................................216 President and Chief Executive Officer, Vermeer Corporation Doug McMillon..................................................................................................................................................................218 President and Chief Executive Officer, Walmart

11 | 1 0 0 C E O L E A D E R S I N S T E M


About The Publisher

Edie Fraser

Lorena S. Fimbres

Chief Executive Officer STEMconnector® & Million Women Mentors Vice Chair, Diversified Search

Vice President & Chief Business Development Officer STEMconnector® & Million Women Mentors

STEMconnector® is the organization whose mission is to be the information resource and produce STEM results and connections with STEM Leaders in every sector. The mission is to bring Education, Research, Resources, Best Practices, Communications and Outreach – and provide resources such as the web site, STEMdaily®, EdTech Weekly Report and STEM Results. Edie worked with more than 250 Fortune companies on women and diversity leadership and with several hundred associations. Edie was Founder and CEO of Diversity Best Practices (DBP), a member service for diversity practitioners. Edie established and chaired the first Public Affairs Section of the Public Relations Society of America and won 9 Thoth and Silver Anvil Awards for research, strategy and execution and measurement of strong programs. Edie has written or served as publisher of many books, papers, and articles including the CEO Magazine, The Diversity Primer and The Diversity Officer. Edie wrote a book, Do Your Giving While You’re Living, with co-author Robyn Spizman and another on Women’s Entrepreneurship. Several of these include the the current work on 100 CEO Leaders in STEM; CEO Leadership in Diversity; Best Web Sites from research of 500 Corporate Web Sites for Diversity (and applied different criteria to Best STEM Web Sites; Women Entrepreneurship in America. She is Vice Chairman of the World Affairs Council of DC and on the national board of SCORE. She has been inducted into the Enterprising Women Hall of Fame and a Founding member of C200. Edie received the Lifetime Achievement award from Diversity Woman Magazine and its Mosaic Award. Edie was on the cover or Women of Wealth Magazine for her philanthropy and mentoring and received more than 43 Leadership awards for women, diversity, STEM and Leadership.


Lorena serves as Vice President and Chief Business Development Officer for STEMconnector® and Million Women Mentors. She is responsible for developing new business and serving members within her portfolio through customized strategies and consulting. Lorena developed and oversees the implementation of the STEMconnector® and Million Women Mentors brands. Lorena has a track record of driving projects that involve over a hundred Fortune executives (and their teams) at a time. Lorena is the creative and executive publisher behind the 100 Leaders in STEM series which aims to recognize top executives across industries that are committed to a diverse, strong STEM pipeline. Lorena’s publications include 100 CIO/CTO Leaders in STEM, 100 Diverse Corporate Leaders in STEM (2014), 100 CEO Leaders in STEM (2013), 100 Women Leaders in STEM (2012), The American Institute of Architects´ Small Business Resource Guide: Contacts to Contracts and the 2011 Women´s Business Leadership Tribute. Prior to moving to the United States in 2010, Lorena held several positions of increasing responsibility within the government of the State of Sonora, Mexico, including in the Executive Office of the Governor. Lorena has a passion for politics and her political experience includes campaign management and political marketing. She served as part of the strategy team that oversaw 101 parallel campaigns at the local and state levels in Sonora (2009). Lorena holds a Bachelor’s in Business Administration from the internationally recognized Tecnológico de Monterrey. A native of Sonora, Mexico, Lorena lives in Washington, D.C. with her husband Francisco and their children Lorenza and Augustin.


Letter from the Publishers Congratulations! We are thrilled to present the 5th edition of the 100 Leaders in STEM series and the second iteration of the 100 CEO Leaders in STEM. To all the Chief Executive Officers profiled in the following pages, we want to express our deepest gratitude for being strong advocates for the STEM movement. To all of those that have been featured before, thank you for your continued leadership as we work together to develop the best and brightest for the future of our economy and our country. STEMconnector® has been able to consolidate itself as “the” premier STEM platform bringing together stakeholders from across the pipeline to build collaboration and partnership to elevate STEM talent. What each CEO shared reflects the need and urgency to work together to develop and sustain a strong, diverse STEM pipeline. Companies rely on STEM skills as they continue to compete in a global market. It is through collective leadership that we will truly move the needle. A couple years ago, when we released the first edition of the 100 CEO Leaders in STEM, common themes ruled across every submission and one of our strongest members presented A STEM Imperative: Findings and Recommendations from 100 CEO Leaders in STEM. We are proud to share that Tata Consultancy Services (TCS) will, once again, produce a white paper that will analyze the recommendations and findings of the 100 CEOs featured here. Stay tuned. We want to recognize sponsors of this particular edition: Sodexo North America, Diversified Search, Tata Consultancy Services and Walmart. A great recognition to our partners: United States Hispanic Chamber of Commerce and DiversityComm, through its six publications. We couldn't do what we do if it weren’t for exceptional leaders working with us. We want to give huge

recognition to all corporate communications teams who worked hard to make this publication possible. Across the following pages, you will read about the importance of technology and how it is changing the way we work, live and play. It is truly changing the way we do business. We will also reflect on how STEM careers spark innovation and how the STEM skillset translates into problem-solving capabilities. A concept that STEMconnector® has been working hard to develop and promote is that of STEM 2.0. With this, we look into developing workforce ready talent, which not only includes the STEM skills but also innovation excellence, digital fluency and employability skills. We validate this as we read from some many CEOs the role that experiential learning plays into developing the best talent. It is only through those learning experiences, and with the best talent, that we can deliver the best to our customers and our community. Since January of 2013, one of STEMconnector’s® signature programs, Million Women Mentors, has focused on the impact of mentoring to advance women in STEM. This was a common theme in almost every CEO piece. Mentoring drives talent and retention, fosters talent development, and ultimately forges a strong bond between companies and employees. Many of the CEOs talked about the crucial importance of a hands-on approach when teaching and learning. Internships and apprenticeships got special attention. The overall call to action was for developing and strengthening partnerships. This is at the core of STEMconnector® as we continue to bring together industry, academic institutions, government and nonprofit entities. There is no need to reinvent the wheel, but an urgency to push the carriage, all together.

About STEMconnector® STEMconnector® is a consortium of over 150 companies, associations, academic institutions and government entities actively working to advance STEM education and the future of human capital. With several products and services, STEMconnector® is both a resource and a service, designed to link “all things STEM.” STEMconnector’s® network includes organizations at the global, national, state and local levels. STEMconnector® focuses on the STEM workforce and jobs, with a particular emphasis on diversity and women. Our work spans the entire pipeline (K-J— Kindergarten to Jobs) and how STEM education experiences translate into careers. To become a member of STEMconnector® contact [email protected] / Erika.Hansen@ STEMconnector.org.



Quotes on Leadership Technology “Because we live in an Application Economy, we must cultivate the resources to serve the tech-driven world well into the future.” Mike Gregoire, CA Technologies “Technological proficiency opens doors. When we equip individuals with the skills they need to succeed in an increasingly tech-focused world, we are preparing them for long-term success and are investing in the health of our economy.” Richard D. Fairbank, Capital One Financial Corporation “Technological breakthroughs and innovations are not to be taken for granted. They require persistence and hard work, two of the cornerstones of STEM education. That’s why our company and our industry are focusing on STEM as a competitive discriminator.” Michael T. Strianese, L-3

Innovation “Innovation is more than coming up with a new idea. Innovation is a process of thinking differently than the norm. It’s asking yourself WHY? It’s trying to find out the how and the why of things.” Betty Maneta, Argent Associates “We need to help students realize that science, technology, engineering, and math are the gateway to innovation, creating new products and services that make the world a better place.” Sonny Beck, Beck’s Hybrids “The reality is that in today’s world we will not make it without innovation and that innovation is dependent on increasing the number of highly qualified STEM graduates.” David MacLennon, Cargill “Innovation has become a buzzword over the past decade – we often get so focused on “innovating” as a concept that we miss the opportunity to innovate in action.” Michele Kang, Cognosante “Today’s students are that workforce of tomorrow, and to the extent that they learn to develop innovative ideas to address real-time problems, they will help our company -- and the nation -- keep pace with the modern world.” Theodore F. Craver Jr., Edison International “Our world is rapidly changing, and the demand for innovators proficient in the disciplines of science, technology, engineering and math has never been greater. We have a responsibility to create, foster and support educational opportunities to help develop such innovators.” Maryrose T. Sylvester, GE Lightning “Innovation in the workplace begins in the classroom with exposure to STEM focused projects, programs and curricula. So much of the global economy is driven by the technological workforce of today. If the United States wants to remain the economic and technological leader in the 21st century global marketplace, it must invest in STEM education.” Alex Gorsky, Johnson & Johnson “The country is dependent on a combination of strong talent, training, and passion that is required for our STEM professionals to succeed. It is also critical that we encourage the young generation to pursue STEM careers, so that we continue to create a pipeline of future innovators and problem solvers.” Aymar de Lencquesaing, Lenovo “We bring creativity and innovation to each STEM task, and we believe the combination is a powerful one—not just in our field, but in multiple fields critical to our nation’s future. We encourage our designers and engineers to dream and envision, to think critically, and to always try new things, because history tells us that many of our nation’s most innovative solutions emerged from repeated experiments.” Leo A Daly III, LEO A DALY



Quotes on Leadership “It was STEM-related fields that drove much of the U.S. excellence and prosperity in the 20th century from the Model T to building the interstate system to space exploration. And there’s no question, the fields that make up STEM are even more critical to U.S. success in the 21st century. “ Ajay Banga, Mastercard “Giving people from different backgrounds and cultures the chance to attack the same problem leads to innovation. Having this diversity of thought, not just on occasion, but routinely, is where we see—and hope—the future of STEM lies.” Al Grasso, The MITRE Corporation “The more STEM graduates there are, the better we are able to fill the labs, data centers and research fields our company needs to develop the next big innovation in agriculture.” Hugh Grant, Monsanto “Enhancing STEM is not solely a call for PepsiCo but for all multinationals that streamline innovation through its human capital.” Pedro Padierna, PepsiCo Mexico “America was built on innovation and entrepreneurship, and there is nothing more important than a continued focus on these efforts.” James Heppelmann, PTC “As the energy industry continues to transform itself in an era of widespread technological innovation and changing customer expectations, we need to make sure the next generation of employees has the imagination and skills necessary to thrive in a world of new challenges and opportunities.” Thomas Fanning, Southern Company “Our innovation strategy depends, in part, on empowering our colleagues around the world with the tools and environment to promote the cutting edge thinking that fuels innovation.” Marc Casper, Thermo Fisher “Innovation is critically dependent on diverse human experiences and a diverse STEM trained work force can be the significant competitive asset of the corporation.” Sajan Pillai, UST Global

Workforce / Talent / Skills “An education rich rich in STEM--One that lays the foundation early and builds upon it through the later years--is about preparing students to succeed in the fast-moving world they will find outside the classroom.” Inge Thulin, 3M “The better educated the workforce, the better the product a company can produce.” Dennis Albaugh, Albaugh LLC “One vital aspect for any STEM investment is that it provides for broad opportunities that engage both scientific research and hands-on engineering for multiple industry sectors; thus, offering a wealth of career avenues from which to choose.” Kate Lindsey, Alpha Corporation “We need to ensure that our commitment to bridging this talent gap is real, and we must continue to make STEM education an action item in our collective business plans.” Margery Kraus, APCO “Our future and current workforce must have high quality technical skills for us to compete globally.” Gary Mignogna, Areva Inc. “The formula for innovation and growth in today’s digital economy begins and ends with a workforce that has the right skills.” Randall L. Stephenson, AT&T “STEM doesn’t mean preparing students to work only in a laboratory or technical role.” Jeffrey Wadsworth, Battelle “To perform the energy jobs of the 2020s, 2030s and beyond — some of which probably do not even exist today — Americans will need a firm grounding in STEM.” John Minge, BP



Quotes on Leadership “Competitiveness for a nation and organizations starts with having access to an educated and skilled workforce.” Scott Berkey, Dassault Systèmes “To help us remain competitive in a time of enormous innovation and technological growth, we should focus our efforts around a common narrative that grabs the attention of those interested in STEM education and capabilities.” Cathy Englebert, Deloitte “A crisis can be a crucible that forges moral leadership. We are looking for leaders for whom crisis and challenge create a resilience and strength making one a more principled leader. We are looking for leaders who can lead for all seasons!” Dale Elton Jones, Diversified Search “The discipline of science develops knowledge and skills that are critically important to a whole range of roles in today’s world.” John Lechleiter, Lilly “At EY, we invest in our communities through skills-based volunteering. We also invest in education to ensure that future generations have the skills required for societies to thrive. And to foster innovation, we invest in small- to medium-size businesses, social enterprises and entrepreneurs, particularly women and youth.” Stephen Howe Jr., EY “Education is the fundamental building block for individual opportunity, economic growth and long-term competitiveness. if the next generation of U.S. workers lacks the skills to solve the problems of the future, it is not just U.S. leadership in energy that is at risk – it is also our leadership in medicine, research, technology and other pillars of the American economy.” Rex W. Tillerson, ExxonMobil “An increase in the availability of highly-skilled candidates post-graduation will increase the United States’ ability to develop innovative new technologies, as well as economic, political and medical advancements moving forward.” Abdol Moabery, GA Telesis “The implementation of experiential learning programs for our interns and associates is a testament to our commitment to learning and development. These programs not only immerse our early career professionals into a function but give them exposure to other facets of the business as well. We provide them with direct access to leaders of business lines and not only accept, but encourage, feedback.” Gordon B. Fowler Jr., Glenmede “Expanding STEM education into the workplace through professional and technical development is essential to ensure the current workforce is equipped to handle changing technology” Mark Sutton, International Paper “This hands-on, inter-disciplinary approach gives students the skills and knowledge they need to become lifelong learners who can solve problems, think critically, work collaboratively and adapt to change in today’s technologically evolving world.” Michael Araten, K’NEX “Completing hands-on, technology-assisted, exploratory projects—“doing engineering”—gives every student practice solving problems while connecting theories to real-world concepts.” Dr. James Truchard, National Instruments “Long-term economic growth relies on the preparation of workers with demonstrable capabilities in science, technology, engineering and mathematics (STEM).” Michael J. Dowling, Northwell Health System “At Qualcomm, we know that STEM education is essential for the future of innovation, and that it is critical to dedicate resources to nurture STEM education at all levels.” Steve Mollenkopf, Qualcomm Incorporated “Getting students excited about math and science today will help grow the STEM talent pipeline of tomorrow.” Dr. Thomas Kennedy, Raytheon



Quotes on Leadership “Workforce development programs that feature collaboration between industry and education can help prepare participants for these vital, in-demand jobs by helping develop gateways to STEM careers, promoting the availability of STEM pathways to young people of all backgrounds and ethnic groups, and working to ensure that STEM programs focus on specific job skill development.” Timmothy Boettcher, Realityworks “We need to help students understand the value of a STEM degree and the tremendous career opportunities it provides.” Jim Goodnight, SAS “We must characterize STEM-related technical careers as what they have always been – the building blocks of American prosperity.” Nick Pinchuk, Snap-on Incorporated “Given the forces at play, the 21st century worker needs to have a transdisciplinary set of skills and a foundational knowledge of STEM disciplines, combined with an artistic and creative mind.” Natarajan Chandrasekar, Tata Consultancy Services “A collaboration between research, education, and industry can drive economic development in local communities and create a workforce prepared to address the challenges we face today.” Peter J. Davoren, Turner Construction “There may be a shortage of talent, but there is not a shortage of people to fill these gaps. We have to help bridge the gap that currently exists.” David Abney, UPS “Our goal is to create cost-effective and secure learning environments and systems that empower educators and students to achieve more.” Henry Fleches, United Data Technologies “As manufacturing and the world around us become more and more dependent on technology, a STEMskilled workforce quickly becomes a priority.” Jason Andringa, Vermeer Corporation

Women / Minorities / Diversity “STEM leadership with a focus on diversity helps nearly any company compete and attract the best and brightest talent.” Carlos Rodriguez, ADP “It’s more likely that girls and minority students will pursue STEM careers if they have the opportunity to meet and interact with professionals who look like them and come from similar backgrounds.” Bill Dudley, Bechtel Group Inc. “Diversity is the foundation for creativity and innovation, and is critically important as we build a successful roadmap for the challenges and opportunities that lie ahead.” Warren Baxter, Ameren Corporation “Compelling global studies show that when one-third or more of a leadership team is female, innovation and problem-solving are significantly enhanced; resulting in better financial results and shareholder value.” Tom Linebarger, Cummins “Given the existing shortage and the insatiable need for STEM talent, particularly in information technology and security, we can’t afford to leave anyone out of the conversation.” Mary Frantz, EKP “All the millions of dollars being spent by private and government institutions to encourage girls to consider STEM careers will be for naught if we cannot create family-friendly STEM workplace environments.” Ron Mobed, Elsevier “I have long believed that one of the key benefits of a heterogeneous workforce is that it brings about diversity of thought. We need people from diverse backgrounds, because they bring a different view to a problem, which might well have been missed in a more homogenous environment.” Phebe N. Novakovic, General Dynamics



Quotes on Leadership “Our goal is to continue building on our strong foundation to create diversity supplied software and technology services function that other competitors could not easily imitate and our customers can benefit from, due to our depth of experience and our commitment to excellence.” Sylvana Coche, Gravity Pro Consulting “I am entirely confident that fielding a more balanced gender workforce—not to mention a more ethnically diverse one—will positively change the game. And not just for my company, but for all companies, for medicine, for education, for humanitarian efforts, for the advancement of the human race.” Ilene S. Gordon, Ingredion “At a time when the U.S. and global economies are shifting forcefully into an era where future growth and job gains will be STEM-related, we can’t leave any exceptional people sitting on the sidelines.” Lynne Doughtie, KPMG “Businesses need to act now to partner with education and encourage more women and girls into the STEM fields from the earliest ages, before stereotypes risk kicking in.” Jonas Prising, ManpowerGroup “In an economy where there are more jobs than qualified applicants, increasing the number of women and minorities in STEM would not only increase the size of the available talent pool, it would also bring a diverse set of minds and experiences to bear on our nation’s most challenging issues!” Anthony R. Jimenez, MicroTech “The mixing of cultures, ideas and creative approaches between America and Europe has resulted in uncontained innovation. We celebrate diversity in our team as much as business and technical achievements and it is a major component of our success.” Warren M. Boley, Jr., Norsk Titanium “A critical step in building a diverse, STEM student pipeline is making science and math fascinating and applicable for students. We must particularly reach out to women and minority students, where the lack of STEM involvement is detrimental to our society.” Wes Bush, Northrop Gunman Corporation “Peabody’s global inclusion and diversity vision is to maintain a global workforce comprised of varied backgrounds, while promoting the power of inclusion and diversity as a competitive advantage to deliver exceptional results.” Glenn Kellow, Peabody Energy “In these United States and as individuals, our preeminence in STEM must be established. There is a widening gap between the STEM job demand and future skilled employees, especially amongst under represented women and minorities.” Dr. Cheemin Bo-Linn, Peritus Partners “Companies effectively benefiting from a diverse workforce understand and adjust how they present themselves to all employees and reflect a commitment from senior leadership to embody a nonbiased environment.” Linda Galipeau, Randstad “Everyone benefits when our girls and young women can make full use of their abilities and supporting STEM mentoring is a clear win-win.” Lorna C. Donatone, Sodexo

Mentoring “Introducing young students to STEM-related careers is a critical responsibility of business such as ours that rely on a steady stream of engineering talent. One important way to build the pipeline is to start mentoring students earlier.” Ajita Rejendra, AO Smith Corporation “The key to unlocking student success in STEM is early exposure, guidance and support whether it’s at home, in school or from the community.” Nicholas K. Akins, American Electric Power



Quotes on Leadership “Students won’t learn or be interested in science because it’s a good career path or because some business leader tells them to. They will learn about science by doing it—and they’ll do science because it is fun!” Philip Blake, Bayer AG “Corporations can play a critical role to extend learning in the classroom by partnering with schools to offer mentorships and/or internships.” George S. Barrett, Cardinal Health “Understanding the way students learn is crucial and through the power of technology, we can design and customize educational approaches to help students achieve their full potential.” Michael E. Hansen, Cengage Learning “By focusing on the impact that STEM professionals make in our world, rather than on what skills must be acquired or prerequisite classes to take, we can inspire students—particularly young women—to explore these career paths.” Jacqueline Hinman, CH2M “The potential benefits of improved STEM education extend far beyond the workplace.” Michael J. Ward, CSX Corporation “Young people have the power to change the world through engineering. We must ignite their natural curiosity, and fan the flames of ingenuity.” James Dyson, Dyson “Our youth are truly special and we are letting them down. We need to be better mentors and role models who show the way to a future that provides opportunities like we have enjoyed in our lives. And that’s a shared responsibility.” David T. Seaton, Fluor Corporation “Good mentors not only give needed advice and guidance, but will also be there to back up your credentials, and help you reach out to the right people as you move ahead in your career.” Shellye Archambeau, MetricStream “Personal mentorship is an effective way to help STEM related professionals reach their full potential. An alternative corporate model has been ERGs.” Nina Vaca, Pinnacle Group “Another area where we all can improve is mentoring and developing talent, and creating opportunities for this talent within organizations.” Robert E. Moritz, PwC “When young girls and women work closely with supportive, successful role models, they unlock opportunity otherwise thought off limits.” Carmen Castillo, SDI International Corp. “Mentoring isn’t a job title, it’s a lifestyle. It is something you practice every day by living a life of imparting your knowledge and leveraging your platform to benefit another.” Alka Dhillon, Technalink

Global Economy “Developing STEM educational activities relatable to these age groups is critical for not only the children, but also to global companies that will need employees who studied subjects in the hard sciences related to STEM.” Bradley Feldman, Cubic Corporation “In today’s competitive global economy, it is critical for America’s future that we as a nation focus on improving STEM education.” Bill Goodwyn, Discovery Education “A well-STEM-educated population will also help the nation’s economy compete globally, and achieve the levels of economic growth needed to stay competitive in a vastly growing global marketplace.” Richard C. Adkerson, Freeport-McMoRan “Young people in the U.S. face significant barriers to education and employment and are struggling to compete with their international peers.” David Etzwiler, Siemens Foundation



Quotes on Leadership “The dynamics of the global economy are evolving and to achieve sustained economic growth, business and education must place a stronger emphasis on science, technology, engineering, and math fields.” Michael Norris, Sodexo North America “By addressing key barriers at the network, platform, and application levels, our mission is to make IoT more accessible to consumers and public sector organizations while allowing businesses, and developers of all sizes to compete in new markets globally.” Marni Walden, Verizon

Partnership “In order to enjoy community prosperity and a strong talent pipeline, businesses need to recognize that it is in everyone’s best interest to support educators and engage them in meaningful, strategic, and sustainable ways, such as teacher externships – another key component of Ford NGL. By forming partnerships that support one another and push each other to go further, we all end up in a better place. That is the true power of public-private partnership.” Mark Fields, Ford Motor Company “There is a growing consensus in the business, scientific and education communities that we must work together and renew our commitment to strengthen American innovation and competitiveness through basic research in the physical sciences and math education.” Dave Cote, Honeywell “To support and advance STEM education, corporate leaders should be working inside and outside their organizations to foster the right conditions for innovative problem solving, discussion and debate.” Bernard J. Tyson, Kaiser Permanente “There is a critical connection between our company’s diversity initiatives and our STEM initiatives, which is an intentional component of our overall strategy. We see great value in aligning these initiatives and seek non-profit partnerships that successfully support women and underrepresented minorities pursuing STEM fields.” Marillyn A. Hewson, Lockheed Martin Corporation “A collaborative effort is required for systemic change. It’s the responsibility of business to join other key education stakeholders – school districts, higher education, non-profits, city governments, and others –to work together with a shared agenda for collective impact.” Rich Templeton, Texas Instruments



recognizes the 100 CEO Leaders in STEM’s commitment to building a strong, diverse STEM pipeline.

Join 655,998+ that have pledged to mentor! Million Women Mentors supports the engagement of one million science, technology, engineering, and math (STEM) mentors (male and female) to increase the interest and confidence of girls and women in these fields. MWM is an initiative of STEMconnector® in collaboration with over 67 nonprofit partners and 35 state leadership teams. To learn more visit: www.MillionWomenMentors.org

For sponsorship and partnership information contact [email protected] / [email protected]

Join major corporations, partners, city and state leadership teams for a day of learning and sharing. Be a part of the discussion around mentoring as the key to advancing women and girls in STEM careers. October 4-5, 2016 Omni Shoreham Hotel Washington D.C. For sponsorship and branding opportunities contact [email protected] / [email protected] 21 | 1 0 0 C E O L E A D E R S I N S T E M


Foreword



DiversityComm congratulates the 100 CEO Leaders in STEM and their commitment to a diverse, strong STEM pipeline. Download your FREE issues today!

Spring 2015

2015 BEST BEST

STEM

FOR THE FUTURE YOU WANT TO SEE

OF THE

SMART CHOICES:

WBENC PROFILES

2015 BEST BEST

TOP SUPPLIER DIVERSITY PROGRAMS

OF THE

TOP DISABILITY FRIENDLY COMPANIES

TOP DIVERSITY EMPLOYERS

HBCUs WHERE TOMORROW’S LEADERS ARE GROOMED

ACCESSIBILITY & EMPLOYMENT

TOP SCHOOLS

ARE YOU

DISABILITY

NMSDC

EOE

2016

RETAIN TALENT WITHOUT BREAKING THE BANK

BLACK

HERITAGE

NEXTGENERATION LEADERS

BACK TO SCHOOL

YOU’RE CERTIFIED— NOW WHAT?

SHARK TANK’S DAYMOND JOHN

STEVIE WONDER THE LEGENDARY

TarajiOne P. Tough Henson Cookie

A Leading Lady Promoting Equality and Embracing Diversity

CERTIFIED?

ISSUE

LGBT FRIENDLY COMPANIES

Viola Davis

THE EMPLOYMENT & ENTREPRENEUR MAGAZINE

Winter 2016

SPECIAL

TOP

WHAT PEOPLE WITH DISABILITIES NEED TO KNOW


Fall 2015

Summer 2015

HOW TO HIRE THE RIGHT PEOPLE

MINORITYOWNED BUSINESS WINS MULTIMILLION DOLLAR CONTRACT


EOE


EOE

EOE

Black Journal Black Journal Black Journal Black Journal

+

8 WAYS TO STAY HEALTHY

Misty Copeland On Pointe

ADVOCATE

Spring 2015

Summer 2015

BEST

Cinco de Mayo

WINTER/SPRING 2016

#ILOOKLIKEANENGINEER

MIMICKING SEAHORSE TAILS COULD LEAD TO BETTER ROBOTS

STEAM SHINES IN

S TA R WARS

will.i.am Changing Communities from Striving to Thriving

Hispanic Employment on the Rise!

2015 BEST of the BEST

DisabilityFriendly Strategies for Business Owners

WBENC Profile

OF THE

How to Have an

BEST 2015

Out & Equal WORKPLACE

NMSDC

CONNECTING

Profiles in Success

the D&I Dots

TOP TIPS

in the New Year for

To Empower

MILLENNIALS

EMPLOYEES

MBE

Healthy Eating

Smart

TIPS

Mentoring: A Guide for Students

Stategies for Disabilitiy Inclusion

BEST STEM JOBS

for Millennials

+

FOSTERING

+

DisabilityFriendly Companies

WINTER 2016

Fall 2015

CAREERS

A Culture of Entrepreneurship

Gina Rodriguez

Rosie Perez

Sonia Manzano

Unsilenceable

Making Her Mark

I Can & I Will!

George Lopez Inspiring Latino Success One “Part” at a Time

Professional

Professional

WOMAN’S WOMAN’S magazine

Fall 2015

Spring 2016

2015 BEST BEST

magazine

#ILOOKLIKEANENGINEER

MIMICKING SEAHORSE TAILS COULD LEAD TO BETTER ROBOTS

OF THE

Mompreneurs: Successful and Diverse

Workforce Diversity & Career Advice

WBEs

Serena Williams

Benefits of Employing People with Disabilities

STEAM

HIRING Women is Good for Business

Succeeding at all Levels

Salma Hayek

WOMAN OF THE YEAR

WINTER/SPRING 2016

JUNE 2015

2016

BEST BEST

OF THE

SHINES IN

S TA R WARS

STEAMing Hot Jobs DIVERSITY

Neil

ON CAMPUS

INNOVATIVE DIVERSE SUPPLIERS

deGrasse Tyson

will.i.am Changing Communities from Striving to Thriving

Adventures of an Astrophysicist

A Model Mentor

U.S. VETERANS M A G A Z I N E

U.S. VETERANS M A G A Z I N E

Providing Business, DVBE & Employment Opportunities

Providing Business, DVBE & Employment Opportunities

WINTER 2016

FALL 2015 SPRING 2015

SUMMER 2015

MEMORIAL DAY 2015

PRACTICE MAKES PERFECT! MASTER THOSE TOUGH INTERVIEW QUESTIONS

FROM ACCESS TO GRADUATION

WBENC: REDUCING BARRIERS FOR WBEs

STEM TUTORING PROGRAM

LOU DIAMOND PHILLIPS ON A MISSION TO SUPPORT OUR MILITARY

BEST OF THE

BEST 2015 Vet-to-Vet Business Advice Craft a Killer Résumé Honoring Our Military AfricanAmericans

Where No Wheelchair Has Gone Before

The Healing Power of

SPORTS A Salute for an Army STEM Hero

NOAH GALLOWAY The Mission Is Not Over

VETERANS DAY

5 MOST

CAREERS IN THE NEW YEAR

COMMON NEGOTIATING MISTAKES

MEDAL OF HONOR ISSUE Transitioning From the Military to a STEM Career

HEALING WAR WOUNDS

Making Cybersecurity A Top Priority Start Your Veteran-Owned Small Business

ROBERT IRVINE

Do’s and Don’ts For Conversing with People with Disabilities

SERVING AND HONORING VETS

PITBULL FIGHTS FEROCIOUSLY FOR VETERANS

To Read your FREE Issues— Download the app: DiversityComm Login: STEMConnector Password: 2016



Letter from Diversified Search Dale E. Jones, Chief Executive Officer

For more than 40 years, the partners of Diversified Search have worked quietly and in a highly confidential manner to bring innovation, diversity and transformational senior management talent to discerning clients craving game-changers for their businesses. This is our mission, and our work includes identifying, assessing and recruiting CEOs, Board Directors and senior leaders who create value, transform companies and inspire cultures. Put simply, at Diversified Search, we believe that great leadership transforms people, organizations and the world. We actively seek diverse perspectives and challenge conventional thinking to uncover the purpose, passion and potential of our clients and candidates. We identify, assess, and place the highest impact leaders for organizations and boards. Our mission is to deliver innovative, impactful leadership solutions that increase value for our client organizations. Our vision is to be a preeminent partner in serving and advising leaders, leveraging our exceptional culture and process to deliver extraordinary results. Our reach and capabilities are worldwide, serving clients ranging from venture-backed startups to multinationals facing exponential growth, as well as turnaround challenges. Diversified offers these advisory services via our extensive global network. And since

our clients typically hand their most critical executive and board assignments to us, we require all partners to manage and execute those assignments directly. Diversified was founded by Judith von Seldeneck, who is our Chairman today. Judee made diversity— of gender, race, ideas and capabilities—the heart and soul of our firm and innovation our engine. That overwhelming sense of mission and purpose is what many of us share today, and speaks to our collective "calling" as social citizens who want to make the world a better place. In all industries and sectors, we look for the exceptional leader who brings both skill and passion to the mantle of leadership. At Diversified no idea is dismissed, especially if it has the potential to improve our clients’ performance. Also at Diversified Search, we intimately understand that leaders have to be prepared to lead themselves, their families and the organizations which they have been entrusted to serve. However, growth for a leader often occurs during challenging times, whether personal or professional. Regardless of the crisis, our job is to assess how leaders weather the difficult seasons of life and determine how those experiences have shaped and prepared them for the next mantle of leadership. Most importantly, we understand that a good leader embraces change when it comes and seeks change when it becomes necessary. A crisis can be a crucible that forges moral leadership. We are looking for leaders for whom crisis and challenge create a resilience and strength making one a more principled leader. We are looking for leaders who can lead for all seasons!

About Dale Elton Jones Dale Elton Jones is President and Chief Executive Officer of Diversified Search, a key global partner of AltoPartners Worldwide. His responsibilities include management of the firm and its global CEO Advisory Services. Before joining Diversified, Dale served as Vice Chairman and partner of the CEO and Board Practice at Heidrick & Struggles International, where he consulted with CEOs and Corporate Boards on human capital issues including recruiting, retention, succession planning, and corporate governance. He also served as one of the firm’s leaders in the Global Telecommunications and the Global Consumer Practices. Dale concurrently served as Managing Partner of the Atlanta Office from 1999 to 2007. He was later asked to oversee the CEO and Board Practice in the Americas. Dale originally joined Heidrick & Struggles in 1999 following a four year tenure with another leading search firm. Prior to entering search, Dale held a series of positions in business with increasing responsibility. He has also taken on special strategic roles to serve Steve and Jean Case, founders of AOL, as CEO of Revolution Ventures. Dale brings many years of longstanding relationships to his clients from his involvement with YPO, the CEO Forum and the National Association of Corporate Directors. He is an experienced and sought after advisor on leadership issues for Fortune 500 companies.



WHY WE DO WHAT WE DO We believe that great leadership transforms people, organizations, and the world. At Diversified Search, we are one of the top ten retained executive search firms in the United States. With nine offices in the US and global search capabilities in 30 countries through our strategic alliance with AltoPartners, an international alliance of independent executive search firms, we can deliver outstanding leadership talent to our clients no matter where they might be. We employ a highly collaborative approach to each search assignment. Our experienced consultants are always asking, listening, and opening up new angles to uncover the right solution for your organization. We approach search differently than others. Throughout our history, we have always sought leaders that not only have strong character and credentials, but also those with different perspectives and views. We use the power of this perspective to help guide your company beyond the expected. We believe in viewing each search through a broad lens. We consider all issues - including generational, cultural, ethnic, industry, gender and functional - to bring your organization fresh, high-potential candidates.

We help our clients create a leadership road map for finding the best available talent.

Dale E. Jones President and CEO

Judith M. von Seldeneck Founder and Chairman

Discover how our firm can influence leadership and growth at your organization ©2016 STEMconnector® All Rights Reser ved 25 | 1 0 0 C E O L E A D E R S I N S T E M by visiting us online diversifiedsearch.com

CONGRATUL ATIONS TO EACH OF THE 2016 100 CEO LEADERS IN STEM FOR MAKING A DIFFERENCE OUR EXPERTISE Our firm provides high-level recruitment services for leading organizations in a wide range of industries. Our senior-level, industry-focused consultants have in-depth knowledge of their markets and strong relationships in their fields: INDUSTRY PRACTICES • Consumer & Retail • Education & Non-Profit • Financial Services • Healthcare Services • Industrial • Life Sciences • Sports, Media & Entertainment • Technology & Telecommunications

FUNCTIONAL PRACTICES • Board of Directors • Chief Information Officers | IT • Development & Philanthropy • Financial Officers • Human Resources • Supply Chain • STEMconnector®

LEADERSHIP ADVISORY With Diversified Search, our expertise expands beyond traditional recruitment strategies to include thoughtful insights into executive experience, leadership capabilities, culture and team dynamics across all industries. Through our ancillary services, we are able to provide a holistic evaluation of your needs and deliver customized solutions for your biggest challenges as well as proactively prepare you for the future. Advisory Services provided to our clients include Leadership Assessment, Executive Advisory, and Physician Consultancy by renowned experts.

Exclusive U.S. Partner ©2016 STEMconnector® All Rights Reser ved




100 CEO Leaders in STEM



Inge Thulin Chairman of the Board, President and Chief Executive Officer 3M 3M applies science to life to generate thousands of new and innovative products. Our culture of creative collaboration inspires a never-ending stream of powerful technologies that make life better. 3M is a science-based diversified technology company that never stops inventing. With $30 billion in sales, 3M employs almost 90,000 people around the world, including 8300 researchers and has operations in more than 70 countries. 3M is not just a company that creates, it is also a company that cares. Through its philanthropic arm, 3Mgives, the company develops and invests in innovative community programs that make a difference. Since 1953, 3M and the 3M Foundation have invested $1.45 billion in cash and products in education and charitable organizations. These donations were bolstered by thousands of employee and retiree volunteers. 3M has earned the U.S. Chamber of Commerce Best Commitment to Education Award and the Excellence in Mentoring Award for Corporate Leadership. For more information, visit www.3Mgives.com .

Inge Thulin, Chairman of the Board, President and Chief Executive Officer of 3M began his career with 3M Europe in 1979, and assumed key roles in marketing, sales and management throughout his career. In 2003, he was appointed executive vice president for international operations and, in 2011, was named executive vice president and chief operating officer. In less than a year, Inge was appointed president and chief executive officer, with the subsequent addition of chairman to his duties. 3M is a science company, and Inge recognizes the importance of investing in research and development. This extends to the elevation of the company’s brand: 3M Science. Applied to Life.™ 3M applies science to improve lives and solve global problems. With $30 billion in sales, its 90,000 employees connect with customers around the world. 3M consistently ranks among the world’s most admired, respected and ethical companies. 3M has been included on Ethisphere’s list

29

1 0 29 0 W|O1M0 E0 NCLEEOA D RD S EI N EM L EEA R SS ITN STEM

of the World’s Most Ethical Companies for three consecutive years, and been listed on the Dow Jones Sustainability Index for sixteen consecutive years. Inge also invests significantly in leadership development, and 3M was included on Chief Executive magazine’s 2016 list of the Best Companies for Leaders. Inge serves on the board of Chevron and the World Childhood Foundation, and is a member of the Business Council, Council on Foreign Relations,Business Roundtable and Committee Encouraging Corporate Philanthropy. He served as chairman of the Greater Twin Cities United Way Campaign in 2015. A native of Sweden, Inge earned degrees in economics and marketing from the University of Gothenburg. Inge recently received the Peter G. Peterson Business Statesmanship Award from the Committee for Economic Development (2015) and the Lucia Trade Award from the SwedishAmerican Chamber of Commerce (2015).

© 2©021061S2T ES M T EcMocnonnencet c o tr ® o rA ™l lARl li gRhi gt sh tRseRs e rs veer vde d

Supporting these technologies are our people, including our 8,500 scientists. As a science company, we are only as good as the work they do. And as an enterprise that continues to thrive more than a century after our founding, we understand well the importance of inspiring the next generation of scientists and inventors. Science is the key to solving many of the world’s toughest challenges, whether they be air pollution, food safety or clean water. That means everyone has a role to play in strengthening STEM education, including governments, the nonprofit sector and – of course – the private sector, which must invest in its own future workforce. At 3M, we take this responsibility seriously, and have for decades. For more than 40 years, our company has partnered with the Saint Paul Public Schools to strengthen their STEM curriculum. We invite science and technology teachers into our laboratories for hands-on experience in an industrial setting. Our scientists are also passionate about volunteering in the communities where we do business. In our Visiting Wizards program, for example, 3M scientists visit classrooms and perform experiments for some of our youngest learners. We are especially committed to encouraging minorities, women and other underrepresented communities to achieve an education rich in STEM. For example, consider the fact that if people of color were fully represented in the engineering workforce, we would have roughly 460,000 more engineers in the United States alone helping solve challenges in infrastructure, communication, energy and more. To that end, our STEP (Science Training Encouragement Program) initiative provides high school students of diverse backgrounds the opportunity to participate in the process of scientific discovery at 3M. Through mentoring by our scientists and summer employment in our laboratories, STEP students gain invaluable job skills and insights into science careers. We are proud that many of these students go on to pursue advanced training in science-related fields; some eventually come back to work with us at 3M, and even end up volunteering as part of the same STEP program that helped them.

the winner – created a lightweight, reusable sandbag after seeing his hometown devastated by a hurricane. These are just a few examples of how we are inspiring young people to apply science to real-world problems, and we need to inspire more young people to think like that. While the Young Scientist Challenge is U.S.-based, our reach spans the globe. With operations in 70 countries, we strive to make a difference in every community where we live and work around the world. In 2014 we launched an annual 3M Global Volunteer Day to better mobilize our tens of thousands of global volunteers, and 15 international locations participated. By 2015, participation soared to 80 locations. As part of last year’s event, 40 3M volunteers in Thailand set up science experiment stations for 100 students. The projects helped develop the children’s resourcefulness, particularly their skills at goal-setting, planning and problem-solving. They also sparked intellectual curiosity, helping children acquire new ways of asking questions and understanding the world – which is vital to scientific discovery. In Taiwan, we hosted a science carnival that was visited by more than 5,000 people; our team also hosted a science camp for 100 students from 30 schools. In total, more than 100 3M volunteers participated in the two events. And in West Europe, volunteers from three of our locations visited schools to kick off a science challenge that encourages young people to develop a passion for STEM. Of course, STEM education is about more than what happens inside the classroom. An education rich in STEM – one that lays the foundation early and builds upon it through the later years – is about preparing students to succeed in the fast-moving world they will find outside the classroom. In today’s economy, more high-quality, well-paying jobs require STEM skills. Walk through one of our manufacturing plants, for example, and you will see cutting-edge technologies like 3D printers, robotics and laser cutters. These are highly complex machines that require highly-skilled people to operate and analyze them. Ultimately, strengthening STEM education is a critical opportunity: to both equip young people with the necessary skills to build a successful career, and to advance scientific discoveries that will make the world safer, healthier and more prosperous. At 3M, we will continue to do our part to make this opportunity a reality.■

On a national scale, 3M works with Discovery Education to host the Young Scientist Challenge, an annual competition that matches young scientists with 3M mentors as they bring their best ideas to life. Last year’s winner, 15-year-old Hannah Herbst, developed a method for delivering low-cost, reliable electricity to places that need it most. The previous year’s winner invented a unique way to convert carbon dioxide into electricity, after being inspired by the 1.5 billion people who lack access to electricity. The year before that, America’s Top Young Scientist – the title bestowed upon



3M

Last year 3M introduced a new brand platform: 3M Science. Applied to Life. It tells the story of who we are and what we do. Every day we use science to improve lives and solve problems, whether it is our nonwoven technology that keeps your car quieter and jacket warmer, filtration technology that enables you to breathe cleaner air and drink cleaner water, or adhesive technology that holds your airplane, hotel and smartphone together.

Ajita Rajendra Chairman and Chief Executive Officer A.O. Smith Corporation A. O. Smith Corporation, with headquarters in Milwaukee, Wis., is a global leader applying innovative technology and energy-efficient solutions to products manufactured and marketed worldwide. The company is one of the world’s leading manufacturers of residential and commercial water heating equipment, as well as a manufacturer of water treatment products. A. O. Smith has operations in eight countries; the company’s plants feature a balanced blend of automation and experienced well-trained employees. The company has invested in 10 product engineering facilities worldwide employing more than 500 product engineers and technicians. These facilities are charged with designing, developing, and testing new water heating and water treatment technologies. In addition, the researchers and engineers at the company’s Corporate Technology Center in Milwaukee, WI, are focused on next-generation water heating and water treatment technologies as well as electronics, material science, and combustion.

Ajita Rajendra was named Chairman and Chief Executive Officer of A. O. Smith Corporation in April 2014. Prior to becoming CEO, he was President and Chief Operating Officer, responsible for the company’s global water heater and water purification businesses. During this time, he also oversaw the company’s global product engineering and global information technology functions. Ajita was elected to the A. O. Smith Board of Directors in December 2011. Ajita joined A. O. Smith as President of its Water Products Company in January 2005 and was named an Executive Vice President of the Corporation in 2006. Prior to joining A. O. Smith, he was Senior Vice President of the Industrial Products Group of Kennametal Inc., Latrobe, Pa., a manufacturer of cutting tools used in aerospace, automotive, and other industrial applications. Ajita began his career with Corning Incorporated, Corning, N.Y., holding a wide range of

31


financial and executive management positions including Director of the company’s Retail Operations, Business Director of the Corning Cookware division, and President of the Revere Ware Corporation. Ajita earned a Bachelor of Science degree in chemical engineering from the Indian Institute of Technology, Chennai, India, and an MBA from Carnegie-Mellon University, Pittsburgh, Pa. Ajita is a director of Donaldson Company Inc. and The Timken Company, a member of the Business Roundtable, a member of the Board of Trustees of the Manufacturers Alliance for Productivity and Innovation, and sits on the Board of Directors of the Metropolitan Milwaukee Association of Commerce. He is a former chairman of the Air-Conditioning, Heating & Refrigeration Institute and currently serves as a director of the organization. In April 2015, he received the Distinguished Alumnus Award from the Indian Institute of Technology.


The program involves one semester of full-time work at A. O. Smith, starting after the student’s sophomore year in college, alternated with one semester of fulltime classroom work. Each student is assigned an experienced engineer as a mentor; with each successive semester, the student works more independently. There is a formal evaluation process involving the company, the partner university, and the student. The goal is to make each of the co-op students “employer ready” by the end of their assignment. We encourage the co-op students to interview with our operating units as their co-op assignments draw to a close and help them identify entry-level engineering opportunities that match their education and experience. Through the years, we have hired a number of students to full-time positions with the company, and several of them have been promoted into more senior roles within the organization. Based on the success of this program, we are looking into introducing it at our engineering facilities in Tennessee and South Carolina. While there are established programs at the university level, we also have identified a growing need for qualified candidates for positions such as lab technicians and lab assistants. To address this emerging requirement, we recently expanded the Milwaukee program to include students from local technical schools who intern in a number of fields such as water treatment technology. Last spring, one of the interns joined our water treatment group as a technician; she is now looking at continuing her studies under our education assistance program. Introducing younger students to STEM related careers is a critical responsibility of businesses such as ours that rely on a steady stream of engineering talent. One important way to build the pipeline is to start mentoring students earlier. We have partnered with two organizations, “Learn to Succeed” and


“Project Lead the Way,” to introduce STEM topics to high school students. Both of these programs focus on inner city students who may not have the exposure to STEM subjects and careers in technical fields. The students have an opportunity to visit our product engineering labs and learn about the work and career opportunities from experienced engineers and technicians. In some instances, they also can job shadow an engineer and observe the types of projects he or she engages in. We also have been exploring developing a lab technician apprentice program with the Milwaukee Area Technical College and hope to launch the program within the next year. Beyond the existing co-op and high school mentoring programs, we have a number of unique partnerships that help promote STEM. As a founding member of the Milwaukee Water Council, we participate in a program called “curriculum matching.” It is a cooperative effort between business and educational institutions, such as the University of Wisconsin-Milwaukee School of Freshwater Sciences, to identify and map “business friendly” career opportunities for students. We also have established a strong working relationship with technical colleges, such as Tennessee Technological University in Cookeville, TN, in which students are given a special project to work on in our plant in Cookeville. It gives the students hands-on experience in a manufacturing facility and exposes our team to fresh thinking and new ideas. In conclusion, my advice to young people just beginning their careers is to seize every opportunity you can and try to think ahead to the next opportunity. If there are special projects or initiatives in your company, volunteer to take part. It’s not just a chance to gain experience, you also will meet other people from different parts of the organization and learn from their experience. Depending upon the project, you may also expand your horizons and gain exposure to new disciplines or different functions within the business. A. O. Smith, like most large companies, has a formal performance management and career development process. Young people should use this process as a way to identify future opportunities and share their career plans with their supervisor. A good supervisor will help you map out a career progression, identify “gaps” in your work experience, and select assignments that fill those gaps. However, your supervisor won’t be able to provide that support unless you make your wishes known.■


A.O. Smith Corporation

A. O. Smith Corporation has sponsored a number of programs that encourage young people to pursue STEM-related careers of provide hands-on professional opportunities for students already studying engineers or the sciences. One of our longest-running and most visible programs to identify and develop future talent is the engineering co-op program offered by the company’s Corporate Technology Center in Milwaukee, WI. The program began more than 30 years ago and has introduced dozens of engineering students to A. O. Smith. The current program, in partnership with Marquette University and the University of Wisconsin-Milwaukee, is designed to give young engineers an in-depth experience in their chosen discipline.

Carlos Rodriguez President and Chief Executive Officer ADP ADP helps organizations of all types and sizes unlock their business potential. For over 60 years, we’ve led the way in defining the future of business outsourcing solutions. And we remain one of the world’s most innovative companies. Today we serve over 630,000 clients in over 100 countries. We are a comprehensive global provider of cloud-based Human Capital Management (HCM) solutions that unite HR, payroll, talent, time, tax and benefits administration, and a leader in business outsourcing services, analytics and compliance expertise. Our unmatched experience, deep insights, and cutting-edge technology have transformed human resources from a back-office administrative function to a strategic business advantage. Over 80 percent of FORTUNE 500® companies and more than 90 FORTUNE 100 companies use at least one of ADP's services.

Mr. Rodriguez was named President and Chief Executive Officer in November 2011. Carlos has been with ADP since 1999, most recently as President and Chief Operating Officer since May 2011, and previously as President of National Account Services and Employer Services International. He joined ADP through its acquisition of Vincam, where he served initially as CFO for a short period before becoming President of ADP TotalSource. Under his leadership, TotalSource became the fastest growing and largest Professional Employer Organization (PEO) in the industry.

33


Carlos then spent several years as President of ADP's Small Business Services (SBS), which included ADP’s small business payroll services, ADP TotalSource and ADP Retirement Services. Under his leadership, SBS launched "RUN Powered by ADP®" payroll management service, which has become one of ADP’s fastest growing product platforms. Carlos holds master of business administration and bachelor of arts degrees from Harvard University. In addition to his work at ADP, Carlos serves on the Boards of ADP, and Hubbell Inc. He is a member of the Business Roundtable and the Economic Club of New York.


At ADP, diversity is at the heart of what we do and who we are. We are working with several external diversity partners to help us attract diverse STEM talent to ADP. Partnerships currently include The Anita Borg Institute, Women in Technology International (WITI) and Management Leadership for Tomorrow (MLT). Through our partnerships, we have met countless inspiring young people who are going to drive the innovations and businesses of tomorrow. Having grown up in an era in which companies can develop from concept to success very rapidly, they exude a sense of empowerment and motivation that is unprecedented. As part of this, they seem less daunted by traditional limitations on what technology can do. We are committed to identifying more partners this year that we can collaborate with to identify and assist the STEM leaders of tomorrow, both from a talent acquisition perspective and to support our existing associates’ talent development and engagement goals. Through our ADP Foundation, we also sponsor a number of non-profit organizations that support STEM education for under-represented students in elementary, middle and high schools. There’s no doubt that reaching STEM talent after they graduate from college is often too late, so we are also integrating our efforts into a focused college strategy which includes building relationships with on-campus diverse student organizations. How does STEM leadership with a focus on diversity help your company compete?

The evidence is overwhelming that companies with diverse teams and diverse leadership outperform companies with more homogenous workforces. They are better at examining and solving problems and, even more important, they are better at understanding customer needs and addressing them.

technologies that will help ADP sustain its 67-year history of growth and client satisfaction, drawing on data science and anthropology as well as software design and coding. When I visit these locations and meet these people, I feel very confident about our future. STEM leadership with a focus on diversity helps nearly any company compete and attract the best and brightest talent. People want to work for a company where they can bring their full selves to work and feel included. We know that it’s our people who make the difference. Why is STEM education/workforce development critical to the future of our nation?

The U.S. Department of Labor predicts there will be 1.2 million jobs in computing and IT by 2022. However, the country’s current pipeline will fill only 39 percent of those jobs with U.S. workers. The balance probably cannot be addressed through immigration. The country’s economic health depends on filling those jobs. The value creation of tomorrow will only become more reliant on a workforce with a strong STEM foundation. Already today some manufacturers find it difficult to fill entry-level jobs because assemblyline work requires technical proficiency, not just elbow grease. Car mechanics service vehicles that have more computing power than the Apollo spacecraft. It is clear that we need to increase the number of STEM students, and to do that we must also encourage more young people from diverse backgrounds to pursue STEM education. It isn’t just the right thing to do,it’s a business imperative. That’s why ADP supports non-profit organizations like NPower, Liberty Science Center, and the New York Hall of Science. Our Women’s Business Resource Group also is working with organizations like Girls Who Code, to expose youth to careers in STEM.■

The most diverse teams at ADP are probably the teams that work at our Innovation Labs in Manhattan and Roseland, N.J. They also happen to be locations with very high percentages of associates with STEM backgrounds. They’re developing the forward-looking



ADP

How is your company infusing diversity in STEM initiatives?

Dennis Albaugh Founder and Chief Executive Officer Albaugh LLC Albaugh LLC is recognized as the largest wholly owned, independent forumaltor/packager of crop protection products in the industry. We market our products to distribution networks located in all 50 states. Albaugh LLC is a privately owned company founded by Dennis Albaugh in 1979. The company has recorded spectacular sales growth over this period assisted by product acquisitions (the Butryac® line of products, from Rhone Poulenc), a company acquisition of Atanor SA in Argentina, and a company acquisition of a Copper Company,Agri-Estrella of Mexico, and the introduction of Albaugh-Europe. The principles that have been established for honesty, fairness and quality in addition to maintaining the ability to quickly react to changes in the market continue to guide the direction of the company.

Dennis Albaugh founded Albaugh, Inc. in 1979. The company has recorded spectacular sales growth over this period assisted by product acquisitions. Today, Albaugh LLC is recognized as the largest wholly owned independent formulator/packager in the industry. The ability to understand markets and future trends, in addition to his dogged determination that phenoxy herbicides would survive, brought him the opportunity to purchase his current formulation plant in St. Joseph, Missouri. Purchased for cents on the dollar, Dennis has used this facility to grow Albaugh LLC into what it is today, the premier supplier of off-patent chemistry. Dennis Albaugh determined early on that he had to broaden his product portfolio to the marketplace on competitive terms to grow the company. Albaugh continues to look for such opportunities to offer products in markets for which there is no generic competition. Dennis will continue to challenge his employees to discover new products, new customers and more efficient ways to do

35


business, always building for tomorrow and always looking for the next jewel. Dennis has also held to his belief that his company must have a basic position in both supply and cost for all products that it markets. This is accomplished by a cultured relationship with suppliers, in which these suppliers must not only have a competitive price, but also a secure source of supply, or through acquisition. It is because of this belief that in 1997 Dennis acquired controlling interest in an Argentina based company called Atanor. Dennis Albaugh was born and raised in Ankeny, Iowa. He graduated from Ankeny High School in 1968. After high school, he attended Des Moines Area Community College where he received an agricultural business degree. Dennis also served his country in the National Guard until 1976. Dennis has been married to his wife, Susan, since 1970. Together they have two daughters and four granddaughters. Dennis definitely spends most of his time striking a balance between spending time at work and with his family. © 2©021061S2T ES M T EcMocnonnencet c o tr ® o rA ™l lARl li gRhi gt sh tRseRs e rs veer vde d

The better educated the workforce, the better the product a company can produce. We want to hire people who do their job and do their job well. To operate successfully with that philosophy, you have to hire people who can hit the ground running. People who come from a STEM education have a specific style of thought process. “We don’t always hire people who have an exact skill set, but they have the ability to apply their talents and drive. When you hire an employee with a STEM education, you are hiring people who have potential. These are people with an inquisitive mind. They cannot be held hostage to antiquated concepts, because we are always looking for a better way. No matter the job title, employees are expected to contribute thoughtful solutions that continually challenge how we can improve a process, a product or a concept. How has your corporation coordinated investments in education with future workforce needs?

One of the jewels resulting from Albaugh’s business acumen and hometown pride is Prairie Trail, a 1,000+ acre planned urban development in Ankeny, Iowa. Prairie Trail is truly a private-public partnership,designed as a sustainable community where people can live and work and play. It’s part of a comprehensive conservation design approach that makes the best use of existing topography and natural waterways while also adding stunning views. The site for Prairie Trail was formerly the Iowa State University Dairy Research Farm. Mr. Albaugh was chosen as the developer in 2005, because of his commitment to business and education, fully integrated into the residential community. Today, more than 400 residents live in the Prairie Trail development and enjoy the amenities of this walkable community. They are attracted to living a healthy lifestyle with more than 13 miles of trails and 200 acres of parks, including a state-of-the-art public aquatic center within walking distance. Residents choose Ankeny and Prairie Trail because of the outstanding education offered here. There are three Ankeny public schools, newly built in Prairie Trail to serve elementary to high school students and there are higher education opportunities with Simpson College Ankeny campus located in The District at Prairie Trail and Des Moines Area Community College bordering Prairie Trail on the east. Residents are thrilled that more and more local businesses call Prairie Trail home, too. The District at Prairie Trail is becoming an entertainment destination as new restaurants, bars, boutiques and more have opened in 2015. Prairie Trail is a tapestry of diverse and distinctive homes, neighborhood stores, nearby offices, schools and parks. And, there is much more to come. It is estimated that when Prairie Trail is complete, the population will be nearly 10,000 residents, ranking in the top ten percent of Iowa towns as measured by population. “My interest in Prairie Trail was generated by my love for Ankeny, Iowa. Ankeny has always been my hometown – I grew up here. I raised my family here, and now my daughters are raising their families in Ankeny. My vision


for Prairie Trail is to create a lifestyle that all of Ankeny can enjoy and be proud of. Prairie Trail is built upon the tradition of Iowa’s great neighborhoods. Creating a great community requires involvement and investment in the future. The Prairie Trail Scholarship Fund was established in 2008 to support and enrich the endeavors of the students and families who make this their community. It’s one of the many reasons why Prairie Trail is more than just a place to live. Dennis chose DMACC and majored in agri-business because he was offered a scholarship to college. He believes success in education is not about the most accomplished academic students, but about those with drive. Therefore, the Prairie Trail Scholarship is not awarded on need or academic standing but on the students’ ability to demonstrate their drive and desire and to define how the scholarship -- if awarded -- can help them pursue their dreams to create their future. The scholarship applicants are eligible for $2,500 per year up to a maximum lifetime award of $10,000. Preference is given to students who reside in the Prairie Trail Development and to those who choose an institution based in Iowa. By 2016, more than $160,000 will have been awarded. Mr. Albaugh believes so strongly in education and his commitment to Ankeny, that he made two significant donations in 2015 to benefit the local community. DMACC’s Culinary Arts program, which trains outstanding chefs who work around the world and the Ankeny High School Football Stadium project, each received a $1million donation. What is the STEM initiative that your company has supported are you most proud?

We are extremely proud of Prairie Trail, the publicprivate partnership and the very positive impact on an already outstanding Ankeny school system, which boasts one of the highest graduation rates in the nation at 92.75%. Ankeny is one of the fastest growing cities in Iowa, averaging five new residents per day in 2015 with no signs of slowing. As early as 2006, plans were underway for new schools to be strategically located in Prairie Trail to accommodate the rapid growth. What is your advice on using private-public partnerships to tackle our most pressing education challenges in STEM?

Education is an important part of every person’s life. I am a firm believer in giving Ankeny’s children support as they go on to pursue their dreams. The Prairie Trail Scholarship Program is designed to accomplish just that. What counsel would you provide around "collaboration to achieve success" in STEM workforce development?

It is important that public and private entities collaborate to help our children achieve success as the next generation workforce. Any circumstance on a personal level or a national economic level, can strip people of their job and status, but an education can never be taken away. Hard work does have a reward. The effort to gain knowledge is not just a personal exercise or a coming of age milestone, it is a purposeful endeavor that spreads benefits throughout our communities.■


Albaugh LLC

Why do you believe STEM education and workforce development are critical to our nation's future?

Kate Lindsey Chief Executive Officer Alpha Corporation Alpha Corporation provides civil/structural engineering, program/construction management, project controls, and technology services for various building types and heavy infrastructure projects. Clients encompass all government agency levels, P3s, Fortune 500/Global 1000 companies, institutions of learning, commercial developers, energy companies, contractors, architects, and more. The overall project portfolio exceeds $50B in program constructed value for the past 35 years. The firm comprises engineers, program/ construction managers, schedulers, estimators, risk managers, and inspectors. Their range of skillsets and technical expertise supports efforts throughout the project development lifecycle—from planning through design and construction— by blending knowledge in state-of-the-art engineering and best management practices/tools with hands-on construction and operations background. This foundation enables tailored solutions that optimize constructability, control construction cost/time, and manage project risk, ultimately ensuring cost savings, quality, functionality, and sustainability. Alpha Corporation is recognized by ACEC for engineering excellence and nationally ranked as a Top 50 PM/Top 100 CM firm by ENR.

Kate Curtin Lindsey is CEO of Alpha Corporation, a company established in 1979. In 2013, Kate took its helm from her husband after his death to oversee the firm's strategic direction/growth and hold majority ownership. Kate’s management of Alpha Corporation draws upon her vast experience totaling more than 35 years and a solid base in corporate finance, mergers and acquisitions, inclusive of commercial property assets and not-for-profit educational institutions. Initially working at Morgan Stanley & Co., Kate collaborated with a team of Managing Directors who developed a long-range vision that resulted in the firm’s 20-year growth from 750 employees nationally to more than 40,000 worldwide. Moving onto American Security Bank, NA, Kate was appointed as Assistant Vice President in the Treasury Division. There, she managed, among other efforts, nearly 500 clients ranging in size from individual investors to large construction/real estate development firms. Kate then transitioned her career to serve as CFO for Georgetown Day School, The Hewitt School, and now presently, 37


is Assistant Head of School and CFO at Sidwell Friends School. For these, Kate has overseen annual budgets that average $35 million and been instrumental in focusing master plan programs on ensuring these schools have facilities/systems that support rigorous, stateof-the-art curriculums. Kate has served on numerous association boards and been a thought leader/speaker at select conferences. These include: the STEMconnector/Million Women Mentors Advisory and Entrepreneurship committees, NYSAIS, NAIS, NBOA, Diversity Institute, ABOIS, AISGW, and AIMS. In 2005, she received NBOA’s “Ken White Distinguished Business Officer” award, and more recently, Enterprising Women magazine’s “Enterprising Woman of the Year” award. Kate holds a Bachelor of Arts, History/Political Science, from Rollins College and is a recent participant in Harvard University joint School of Design and School of Education LEFT Graduate program and New York Times International Schools for Tomorrow symposium.


For one example, we often see in the news the dire condition of our nation’s infrastructure and other assets along with the need to invest in their repairs and upgrades.Whilst earmarking appropriate funding is key in tackling these challenges, so too, and in fact even more critical, is having the right resources in human capital that can bring forward innovative solutions that are cost-effectively sustainable and long-lasting. This is where STEM education and mentoring come into play. Namely, by investing in today’s developing workforce for near-term science and engineering opportunities, we will enable employees to become tomorrow’s leaders who steer forward long-term sustainability programs associated with preserving and developing landmark scientific and physical assets of our nation. Organic development of this future generation of scientists and engineers will allow our nation to impart invaluable technical knowledge from recognized experts to the young minds of school-age children, inspiring their creative spirits and ambition to be part of dynamic programs that will sustain far into the future. One vital aspect for any STEM investment is that it provides for broad opportunities that engage both scientific research and hands-on engineering for multiple industry sectors; thus, offering a wealth of career avenues from which to choose. Early engagement with STEM education allows us to instill curiosity about the world around us in the minds of students. Then, through engagements in STEM fairs, project tours, industry mentoring events, et al, it will develop students’ ambitions to engage and embrace both the challenge to solve problems and opportunity to have a rewarding professional career. This STEM-generated workforce will ultimately become the foundation upon which to build the ever-growing community of scientists and engineers who will possess the institutional knowledge to lead with foresight and resolve to further perpetuate the continued talent growth of our science and engineering communities. What STEM initiative that your company has supported are you most proud of?

We are most proud of extending our passion for STEM learning directly to the students within our own communities. Alpha Corporation works with area high schools to provide engineering mentors for students enrolled in a school’s gifted independent study program. “Learning by doing” is the program’s hallmark to provide students, eligible for gifted academic services, with opportunities to assess career choices through mentorship experiences. Engineering professionals serve as mentors for these students to complete an in-depth study of the engineering field, shadowing their mentors and developing a project/ professional presentation to illustrate the skills they’ve learned through the program. Our engineers provide students with realistic insights into the academic professional aspects of engineering. As a mentor, it is rewarding to assist students in not only increasing their knowledge of engineering skills and the career field, but also development of their talents and


enhancement of their self-esteem and self-confidence as they develop their professional skills. One of our mentors described the mentoring experience as, “a refreshing opportunity to directly make an impact on someone’s life through engineering while renewing my own passion for the career path I have chosen and reminding me of how far I have come in my own personal growth and development.” How should thos working to improve the STEM workforce measure success?

Success should be measured by the rate of job creation and demand for STEM positions. More specifically, the key benchmark would be uniform job creation across all market sectors in STEM industries, not just higher profile industries such as technology, healthcare, and fuel. Even though mainstream media highlights these industries often, our job as STEM companies is to make sure that institutions are aware and teaching to all potential STEM employment opportunities. To that end, businesses and professional organizations must be more proactive in reaching out to the broader public to educate them on the importance of STEM education. In addition, we need to expand upon the diversity of work within each industry. Students need to know that just because they are studying civil engineering, for example, they will not be limited into doing site development for their entire career. They must appreciate that as civil engineers they can move into water/waste water design, airport development, environmental management, and many other outlets. It is through an understanding of all employment opportunities that we can entice students into STEM programs and achieve measurable growth in job creation. What advice do you have for minorities and women coming “up” in the system?

As industries evolve, minorities and women will face having to adapt in order to succeed. In our workspaces for infrastructure/transportation and vertical development, teamwork is paramount for completing everyday tasks and deadlines. This requires us to be flexible when working with different personalities and skillsets. Plus, we must possess the ability to nimbly pivot, whenever and however needed, to ensure we hold to budget and schedule parameters all while providing unique solutions to meet project challenges. Unfortunately, there are still stereotypes associated with this demographic among STEM professionals. To break barriers, resilience is needed to overcome assumptions and flourish in any STEM industry. Our employees recognize that whilst being a minority or woman may make one unique in the STEM community, it does not mean any of us is alone in the system. There are countless professionals who were once in the same position as students/ interns and graduates with new careers. Together, we must support the STEM community in its growth and improvement of education along with the multitude of ever-evolving career pathways. This is especially true for minorities and women, who in setting their own career goals, should maintain the perseverance to see them through while holding onto their unique perspectives as individual professionals.■ 1 0 0 C E O L E A D E R S I N S T E M | 38

Alpha Corporation

Why is STEM education/workforce development critical to the future of our nation?

Warner L. Baxter Chairman, President and Chief Executive Officer Ameren Corporation Ameren Corporation, a Fortune 500 energy company headquartered in St. Louis, powers the quality of life for 2.4 million customers across 64,000 square miles in Missouri and Illinois. The service territory includes a diverse base of residential, commercial and large industrial customers in both urban and rural areas. Of Ameren’s 8,500 employee base, 55 percent are engineers, technicians and information technology specialists. These employees’ STEM skills are essential to maintaining 10,200 megawatts of net generation capacity, 87,000 electric circuit miles of transmission and distribution lines, and 21,000 miles of natural gas transmission and distribution, as well as providing safe, reliable and environmentally responsible energy to Ameren customers.

Warner L. Baxter has been serving as chairman, president and chief executive officer of Ameren Corporation, a Fortune 500 energy company serving 2.4 million electric and 900,000 natural gas customers with revenues in excess of $6 billion, since 2014.

39

functions of the entire enterprise. In 2007, he assumed additional duties as president and CEO of Ameren Services and, from 2009 to 2014, president and CEO of Ameren Missouri, the largest energy provider in the state.

Baxter launched his career with PricewaterhouseCoopers LLP in 1983, where he provided auditing and consulting services to clients in a variety of industries in the firm’s St. Louis office. Ten years later, he assumed the role of senior manager with the firm’s national office in New York City serving as one of its liaisons. In 1995, Baxter joined Union Electric as assistant controller before moving into the role of controller in 1996 and then vice president and controller in 1997. In 2001, he became the senior vice president of finance.

Baxter earned a bachelor of science degree in accounting from the University of Missouri– St. Louis. He is a member of the American Institute of Certified Public Accountants and the Missouri Society of Certified Public Accountants. Baxter has made meaningful and long-lasting contributions to higher education through his involvement at the University of Missouri and the University of Missouri–St. Louis. He is a past member and president of the University of Missouri–St. Louis Chancellors Council and serves on the University of Missouri 100 Board.

Baxter was named executive vice president and chief financial officer of Ameren Corporation in 2003, where he led the finance, strategic planning and business risk management

Baxter currently serves on several boards, including U.S. Bancorp, the Edison Electric Institute, and the Electric Power Research Institute.



Whether identifying new technologies that help produce energy, automate the electric grid, or even deliver more efficient customer tools, our ability to stay on the cusp of innovation is critical to our success. And that boils down to a diverse team with the right skills offering new perspectives and approaches to our business. With a significant amount of our workforce nearing retirement age – particularly in skilled craft and engineering positions – we have never been more focused on applicants with STEM experience than we are today. Our employees must be able to deliver innovative solutions that meet the needs and expectations of our customers today as well as tomorrow. That’s why our leadership team is deeply involved in STEM-related initiatives throughout our communities such as Project Lead the Way and STEMpact. These programs reinforce the importance of a STEM education and offer resources for teachers, parents and students to promote STEM education throughout our service areas. In addition, we are working to build relationships and develop curriculum at colleges, trade schools and high schools in our region and actively support educational initiatives that encourage high school and college students to pursue future STEM careers. Ameren participates in the Explore Energy program, which engages and educates local diverse high school students on careers in the utility industry. Ameren also offers financial support and guidance to high school engineering summer camps at local colleges. Several high schools have toured Ameren facilities to learn more about job opportunities and potential career paths and, each year, we bring more than 100 interns on board in key areas such as engineering, finance and information technology. Ameren also supports institutions of higher learning with special interests in science, engineering and business curricula by providing scholarships to students at Missouri University of Science and Technology, Lincoln University


and Webster University. Over the next five years, we are working with the University of Missouri-St. Louis to help students transition to post-secondary institutions and provide scholarships to underrepresented students who want to pursue STEM careers. We also collaborate with universities on research projects. For example, last year Ameren became the first major energy company to open an Innovation Center on campus at the University of Illinois at UrbanaChampaign Research Park. There, undergraduate and graduate students across STEM disciplines work on a part-time basis on projects ranging from data analytics and mobile applications to those that focus on the needs of the utility of the future. Not only do we expect the Ameren Innovation Center to build a pipeline for employing some of the brightest young engineering and IT talent available in the U.S. – but it will give us a unique opportunity to learn best practices from other leading companies in an environment that fosters networking and sharing. While a STEM-educated employee base will help ensure a strong workforce in the long-run, Ameren also places a high value on employees with a diverse range of experience and perspectives. Diversity is the foundation for creativity and innovation, and is critically important as we build a successful roadmap for the challenges and opportunities that lie ahead. To advance diversity in our workforce, we sponsor six employee resource groups. These groups of Ameren employees reflect the diverse population we serve and employ, and provide invaluable insight when challenges or opportunities arise. We are constantly striving to make our business better, and our efforts have not gone unnoticed. Ameren has been named a top workplace by Forbes, DiversityInc and GI Jobs Magazine. At Ameren, we are committed to the future – to creating innovative programs that help develop young minds, to supporting innovative ways to improve educational opportunities throughout the region, and to developing innovative solutions that power the quality of life for our customers – all of which will lead to a stronger, more diverse company for us, a solid base of future leaders for the communities in which we live, and a brighter tomorrow for all.■


Ameren Corporation

As one of the nation’s largest and oldest energy providers, Ameren has a tremendous responsibility to our customers and the communities we serve in Missouri and Illinois. To maintain our position in a world of rapidly evolving technology, we are constantly evaluating innovative solutions that will best meet the energy needs of our customers today and in the future.

Nicholas K. Akins Chairman, President and Chief Executive Officer American Electric Power At American Electric Power (AEP), more than 17,500 people work night and day to deliver energy to nearly 5.4 million customers from Lake Michigan to the Texas Rio Grande Valley. Based in Columbus, Ohio, AEP is one of the largest electric utilities in the United States and ranks among the nation's largest generators of electricity, owning nearly 32,000 megawatts of generating capacity. AEP also owns the nation's largest electricity transmission system, an approximately 40,000-mile network that includes more 765 kilovolt extra-high voltage transmission lines than all other U.S. transmission systems combined. Our people are engineers, customer service representatives, information technologists, line mechanics, chemists, biologists, economists, meter readers, marketers, lawyers, power plant operators, accountants, statisticians, and even meteorologists. These people are the heart and soul of AEP. They drive new ideas and discover better ways to serve customers and communities.

Nick Akins rose through the ranks at both American Electric Power and the former Central and South West Corporation. (CSW), which merged with AEP in 2000. Akins began his career in 1982 as an electrical engineer in system operations, with succeeding assignments in planning, fuels acquisition, mergers and acquisitions,industry restructuring and transmission business development before assuming the role of president and chief operating officer for Southwestern Electric Power Company, serving nearly 439,000 customers in Louisiana, Arkansas and northeast Texas. In 2006, Akins was named executive vice president-Generation, with responsibility for all generation-related operations, maintenance, construction and technology development. Akins became president of AEP in 2011. A native of Louisiana, Akins received his bachelor’s and master’s degrees in electrical

41


engineering from Louisiana Tech University in Ruston. He completed additional training in executive management programs at Louisiana State University, the University of Idaho and the Reactor Technology Course for Utility Executives at the Massachusetts Institute of Technology. He is a registered professional engineer in Texas. Akins currently serves as Chairman of the Board of Directors of the Edison Electric Institute and is former chairman of the Electric Power Research Institute. He is a member of the Executive Committee of the Business Roundtable (BRT) and was appointed chair of the BRT’s Energy and Environment Committee. Additionally, he is a member of the boards of the Nuclear Energy Institute, Global Sustainable Electricity Partnership, Nuclear Electric Insurance Limited, Fifth Third Bancorp, OhioHealth, and the Rock and Roll Hall of Fame and Museum.


As I’ve looked around the electric utility industry and discussed with educators and community leaders, there is a common choir of concern for the lack of high school and college graduates prepared to address business challenges over the next 10, 20 or even 30 years. Far too many students lack analytical and critical thinking skills to help businesses solve complicated issues to meet a competitive future. Although I grew up in a lower middle-income home, my parents understood that higher education could change my life and instilled in me the value of education. And it was an electronics teacher who introduced me to a lifetime career in the energy field. We have an obligation not only to encourage young people, but also to present opportunities that can change their lives and ultimately serve industry with a strong, diverse workforce to meet this century’s business complexities. Simple science exploration

In the early 2000s, childhood brain development research showed that educating children earlier sparked their natural curiosity for scientific inquiry. As a result, AEP created the Bright Start Right Start program to introduce teachers to simple physical science exploration through a teach-the-teacher model. Bright Start equips educators to return to the classroom with knowledge and a toolkit to share simple experiments and science concepts with preKindergarten learners. Through AEP and the AEP Foundation, nearly $1.2 million has been invested to train teachers and reach students who will join the workforce in the years ahead. Investing in vision

AEP has invited pre-Kindergarten through high school teachers to apply for mini grants up to $500 to fund small, visionary classroom projects. These competitive grants are invaluable in allowing teachers to support a creative idea in the classroom. For more than a decade, AEP’s Teacher Vision Grants have supported 1,800 projects totaling nearly $850,000 to develop ideas that enhance children’s educational achievement. Experimenting with robots

Through robotic competitions, AEP has spurred students to creatively analyze information, situations and technological challenges around AEP’s service area for the past twenty years. More than 770 grants have been awarded totaling nearly $2.6 million to


support FIRST (For Inspiration & Recognition of Science & Technology) through the FIRST Robotics Challenge, FIRST Tech Challenge, FIRST LEGO League and Junior FIRST LEGO League. In my current role as chairman of the Edison Electric Institute, AEP is doing even more to support FIRST through Get Into Energy, Get Into STEM. This initiative will help nearly 1,200 FIRST Tech Challenge teams afford technology transfer fees to pursue a new platform for the FIRST Tech Robotics Challenge. Embracing STEM

Many economically-disadvantaged students are unaware of STEM careers, or courses are unavailable to them, or they believe that they are unable to excel in science and math. The key to unlocking student success in STEM is early exposure, guidance and support whether it’s at home, in school or from the community. Companies also are working to shape students for the workforce. In 2013, the AEP Foundation created Credits Count SM. The program encourages middle school students to explore STEMrelated fields through hands-on experiences, and offers high school students an opportunity to enroll in dual-credit programs at community colleges while still in high school. Credits Count assesses college readiness; offers ongoing tutoring; covers tuition, labs, and materials for dual enrollment classes; sponsors a summer bridge program; presents degree and non-degree educational tracks, and awards scholarships to students who pursue an associate’s degree following high school graduation. Equally important, Credits Count makes college education possible for economically-disadvantaged families who cannot afford the costs of a two-year or four-year college education. The five-year grants are made to community colleges in partnership with public school districts. Through the program, students are able to earn at least 12 college credit hours toward a career certification or a two-year associate’s degree in a STEM-related field. The AEP Foundation has provided more than $11 million in Credits Count grants to five community colleges: Columbus State Community College in Ohio; Bossier Parish Community College in Bossier City, Louisiana, near Shreveport; Tulsa Community College in Oklahoma; Ashland Community College in Kentucky; and Ivy Tech Community College in Marion, Indiana. We expect to expand the program within each of our operating company areas. Companies can no longer hope that workers arrive ready to meet industry’s needs. Business plays a pivotal role in inspiring the next generation. We must reach into our communities to nurture young lives and help develop technical knowledge and skills to overcome economic obstacles. If we invest in helping young people to achieve, industries and communities are sure to share the dividends of success. These young people will be the new force of engineers, information technologists, software developers, business analysts and scientists who will be the backbone of business in the decades ahead.■


American Electric Power

Chances are that most of us have heard alarming statistics about the future direction of our youth in science, technology, engineering and mathematics (STEM). As of 2014,the U.S.Department of Education reported that only 16 percent of students who are proficient in mathematics wanted to earn a degree in STEM. This statistic is deeply troubling for American Electric Power. We depend on thousands of talented employees steeped in STEMrelated and other fields to ensure a reliable product for customers. More broadly, this statistic is troubling for any U.S. company that looks to today’s high school or college graduates to fill tens of thousands of jobs that steadily are becoming available as Baby Boomers dial down careers or retire altogether.

Margery Kraus Founder and Executive Chairman APCO Worldwide APCO Worldwide is one of the largest privately owned communication, stakeholder engagement and business strategy firms in the world and has the distinction of being both majority employee-owned and certified by the Women’s Business Enterprise National Council, in partnership with the Women Presidents’ Educational Organization, as a women-owned business. We believe this designation also creates a special obligation to serve the interests of our employee owners and the communities in which they live and work. Founded in 1984, APCO is the only major consultancy of its kind headquartered in Washington, D.C. We have offices in 33 major business, government and media capitals around the world. Our 600+ permanent employees comprise more than 40 nationalities and come from diverse backgrounds, including former elected leaders; ambassadors; journalists; business and nonprofit executives; government officials; market researchers; and communication, corporate affairs and online experts.

Margery Kraus, executive chairman, founded APCO in 1984 and transformed it from a company with one small Washington office to a multinational consulting firm in major cities throughout the Americas, Europe, the Middle East, Africa and Asia. In September 2004, Ms. Kraus led a management buy-out of her firm, making APCO one of the largest privately owned communication and public affairs firms in the world. Throughout the years, her approach has been to fuse the best local experience with a global perspective, resulting in an international agency with a unique culture based on seamless teamwork. Ms. Kraus’ achievements have been recognized over the years through a number of prestigious awards,including the PR News’PR People Hall of Fame (2015); C200 Foundation Entrepreneurial Champion Award (2015); PRWeek Hall of Fame (2014); U.S. Association of Former Members of Congress Corporate Statesmanship Award (2013); Volunteers of America (Greater New York) Spirit of the Founders (2012); the Plank Center for Leadership in Public Relations’ Agency Mentorship (2012); Global Thinkers Forum Excellence in Leadership (2012); Arthur 43


W. Page Society’s Hall of Fame (2011); Institute for Public Relations’ Alexander Hamilton Medal for lifetime contributions to professional public relations (2010); Washington Business Hall of Fame (2009); Enterprising Women Hall of Fame (2009); Ernst & Young Entrepreneur Of The Year in the services category in Greater Washington (2006); Washington PR Woman of the Year (2006); and PR News Lifetime Achievement (2005). Ms. Kraus specializes in providing strategic counsel on issue-based communication, crisis management, market entry and corporate reputation across diverse industry groups. The range of her experience is reflected in APCO’s industry practice groups. In addition, she pioneered one of the industry’s earliest practices in corporate responsibility and the development of public/ private partnerships. Ms. Kraus is active on other institutional and corporate boards and committees.She is chairman of the board of the Women Presidents’ Organization and a trustee of Northwestern Mutual Life, the Arthur W. Page ociety, the Catherine B. Reynolds Foundation and the Institute for Public Relations.


A report issued by the World Economic Forum at its annual meeting in Davos this year predicted that 65 percent of children currently in primary school will hold jobs that don’t exist today, so in five years over half of the of the most needed skills required to compete in the job market still reside in our collective imagination. In terms of raw data, according to the National Math and Science Initiative (NMSI), by the year 2018, 92 percent of traditional STEM jobs will be for those with at least some post-secondary education and training. They estimate that the United States may be short by as many as three million high-skilled workers. These figures illustrate the enormous opportunity that exists, and the urgent need to turn the best of our ideas and shared knowledge into action. We need to ensure that our commitment to bridging this talent gap is real, and we must continue to make STEM education an action item in our collective business plans. As the launch pad to a three-year strategic roadmap envisioned by STEMconnector and agreed to by our partners, we must drive sustainable impact and deliver tangible solutions that raise STEM awareness and lessen the STEM talent gap. One recent example of APCO’s involvement with STEM is its recent work for NMSI, a nonprofit organization committed to helping address the STEM crisis in the United States. Amid a crowded field of corporate initiatives and similarly focused nonprofit organizations, APCO is helping NSMI distinguish itself as a national leader in STEM education. APCO worked with NMSI to develop a compelling narrative that captured the impact of its teacher training and college prep programs on student populations. This exercise involved the development of key STEM messages and timely news hooks linking NMSI programs to broader national priorities including education policy, economic development and workforce readiness. By developing unique story angles that positioned NMSI at the center of national debate on diverse issues, APCO helped garner greater media coverage of NMSI’s programs on the national,


state and local levels, improving the organization’s profile with government officials and prospective regional funders. APCO also helped leverage NMSI’s connections to the U.S. Department of Education and the White House Office of Science and Technology Policy to draw interest from national media outlets such as Scientific American, The Wall Street Journal and USA Today among others. Leveraging NMSI’s presence on social media also helped create a strong following of nearly 8,500 education stakeholders on Twitter including reporters, teachers enrolled in NMSI programs and government officials. Efforts to position the NMSI CEO as a leader in STEM education led to her participation in high-profile keynote panels as well as a profile in Education Week and one-on-one interviews with Politico, The Chicago Tribune and The New York Times. Additionally, the gender gap in STEM fields has garnered significant attention, prompting the private sector, governments and NGOs to engage more women and girls in these areas where they have been chronically underrepresented. Using the US Census Bureau’s statistic that only 24 percent of STEMrelated jobs are held by women, top tier outlets like The New York Times and The Washington Post have brought attention to this issue. Another example of APCO’s work was to address the gender gap in STEM through its work for BlackBerry. A major initiative that APCO introduced was the BlackBerry Scholars Program; a four-year, full-ride scholarship program for women studying STEM fields. APCO helped shape the Scholars Program, developing the structure and messaging and working to identify ways to leverage the program internally and externally. APCO conducted media outreach announcing the program as well as the winners, garnering more than 190 articles and, most importantly, providing increased access for women interested in STEM education. Speaking in March 2015, U.S. President Barack Obama remarked that, “Science is more than a school subject, or the periodic table, or the properties of waves. It is an approach to the world, a critical way to understand and explore and engage with the world, and then have the capacity to change that world.” Increasingly our world will only survive if we have a shared purpose with society, and we must always remember that there will be no successful organization in a failed world. In this spirit, let us all endeavor to help build our capacity to change the world for the better.■


APCO Worldwide

APCO’s commitment to education in science, technology, engineering and math (STEM) is very personal to our founder and executive chairman, Margery Kraus. Margery began her career as a 12th grade civics teacher, so the vital importance of quality education and access to education is truly woven into the fabric of APCO. Finding ways to support and promote STEM education is a priority for APCO and our clients. In this relentlessly changing world, if we are not working to eliminate boundaries, we will be left behind.

Gary Mignogna President and Chief Executive Officer AREVA Inc. AREVA Inc. combines U.S. and Canadian leaderships to supply high addedvalue products and services to support the operation of the commercial nuclear fleet. Globally, AREVA is present throughout the entire nuclear cycle, from uranium mining to used fuel recycling, including nuclear reactor primary circuit design and fabrication, and operating fleet engineering and services. AREVA is recognized by utilities around the world for its expertise, its skills in cuttingedge technologies, and its dedication to the highest level of safety. AREVA’s 4,100 North America employees are helping build tomorrow’s energy model: supplying ever safer, cleaner and more economical energy to the greatest number of people.

Gary Mignogna is the President and Chief Executive Officer of AREVA Inc., the U.S.based subsidiary of global energy company AREVA Group. Mignogna’s career with AREVA began as a student working through his university’s co-op program. During his years at the company, he built technical experience in engineering design and analyses, services tooling and equipment design, and component and welding engineering. To this foundation, Mignogna added project engineering, product line management, and business development. As he demonstrated and honed his leadership skills, Mignogna advanced to executive positions of greater responsibility and was selected to lead AREVA Inc. in June 2014. Mignogna demonstrated his strong commitment to Operational Excellence through initiatives launched under his leadership, including the U.S. implementation of AREVA’s certification program for Engineering Qualification – modeled after the Institute of Nuclear Power Operations (INPO) program. As the first to implement this program, he drove a shared delivery and performance for AREVA’s 45


customers. Mignogna is also the founding sponsor of the AREVA Voyager program to develop up-and-coming leaders in engineering. Mignogna has been a member of the Nuclear Energy Institute’s (NEI) Nuclear Strategic Issues Advisory Committee since 2007, and is also a member of NEI’s Board of Directors, Executive Committee, and Nominating Committee. He is currently the Chairman of INPO’s Supplier Participant Advisory Committee. Mignogna has also held numerous positions on non-profit boards and the University of North Carolina Charlotte’s Lee College of Engineering Leadership Academy Advisory Board. He strongly supports community education outreach initiatives in science, technology, engineering and math (STEM) near AREVA’s U.S. locations, including sponsorship of STEM academies and engineering summer camps for high school girls. Mignogna earned bachelor’s and master’s degrees in Mechanical Engineering from Drexel University, and received a Master of Business Administration from Lynchburg College.


If we want to continue to grow our Gross Domestic Product (GDP), it has to be done through innovation. Most innovations come from our STEM workforce. Many of the innovations we strive for are productivity improvements, which include advancements in technologies, systems and processes. Our future and current workforce must have high quality technical skills for us to compete globally. The United States is losing its global technical edge, and we have to regain it. At AREVA, we start by fostering a culture of Operational Excellence. Certain industries are very unforgiving when it comes to making errors – the medical, aerospace and nuclear industries in particular demand exceptional levels of safety,quality, performance and project delivery. It’s especially critical to high-tech industries, like the energy industry, that we hire the best and brightest candidates that can achieve this culture of excellence. And it doesn’t stop once we hire the best STEM candidates. At AREVA, Operational Excellence also means continuous improvement. To that end, we continue to improve competence through our engineering qualification program and pay for employees to pursue advanced degrees so they remain globally competitive. The more educated our workforce is, the more innovative we will be. Beyond standards, what are the first steps that we should take to curb the STEM education crisis?

I think, first, we need to put even more focus on early childhood development. We have to get students interested in STEM subjects in elementary school because by the time they are in high school, it’s too late. Students who want a STEM career need to be in advanced placement or dual enrollment programs during high school. And the foundation for the high school STEM programs must be laid in middle school, so students have the math and science basics mastered to qualify for the advanced programs. A high school graduate without these advanced programs often needs remedial classes to be eligible for entry into STEM programs in college. Remedial classes add time and additional tuition expenses, so many students stop pursuing STEM in higher education at this point. How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?

Students must have a strong support network to navigate the college application and financial aid processes. Students from underprivileged families can get help applying for college and financial assistance through regional programs, some of which we are also a proud supporter.

and parents can achieve this by providing STEM educational toys to both their daughters and sons. What STEM initiative that your company has supported are you most proud of?

The key to smart STEM investments is to pick a few programs that are sustainable and focus efforts locally to develop an unrestricted pipeline for candidates’ early career success. We partnered with Central Virginia Community College to offer the CVCC Technical Program, a twoyear technical education in Nuclear Technologies, including machining and welding degrees. Students completing the program and hired into these technical positions have enjoyed great success in their careers at AREVA. These STEM trade positions are critical to our workforce in the energy industry. Not everyone has to have a four-year degree to have a well-paid career. How can we leverage mentorships and apprenticeships to build and strengthen the STEM pipeline?

We need to partner with educators on initiatives and programs that facilitate mentorship relationships and create opportunities for apprenticing. For example, the CVCC Technical Program and a program called “Produced in Virginia” are both apprenticeship programs supported by AREVA. The “Produced in Virginia” program is a partnership between CVCC and the University of Virginia (UVA) that enables students to earn an associate degree at CVCC in Engineering and then transfer to earn a bachelor’s degree in Mechanical Engineering at UVA. AREVA pays 100 percent of the tuition for these students, provides internships while they take classes, and hires qualified students when they graduate. We also hire technical interns and co-operative education students for three- to six-month rotations. If these students become AREVA employees, they already understand our values and culture and know the importance of delivering on our commitment to operational excellence. In all of these initiatives, we ensure there is a great deal of intentional interaction between experienced employees and those employees new to the industry. Another example is in North Carolina, where we partnered with other industry leaders and the University of North Carolina Charlotte (UNCC) to develop the Energy Production and Infrastructure Center (EPIC) to promote studies in the energy industry. We hire many UNCC interns and graduates. Being engaged with the local educators, colleges, and universities is the key.■

Additionally, gender expectations start early with the purchase of toys that are gender-specific. Boys and girls need to be introduced to STEM early on,



AREVA Inc.


Betty Manetta Chief Executive Officer Argent Associates Inc. / Asociar Argent Associates, Inc. is an award-winning national techcentric systems integrator and technology innovator. It develops and delivers an ecosystem of solutions across a number of technologies and at various stages of the lifecycle. This includes new product development, distribution of multi-vendor solutions, engineering, installing and optimizing technology systems and supplying environmentally responsible end-oflifecycle solutions. With over 18 years of service to Fortune 100 companies, Argent continues on the leading edge of solutions for distribution services, manufacturing, products, Internet of Things (IoT), wireless provisioning, distributed antenna systems and more. Founded in 2012, Asociar is an international technology system integration company that provides complete end-toend supply chain optimization services and solutions which includes total equipment acquisition, rack & cabinet integration, data center efficiency and network modernization for telecom, utilities, and government and enterprise customers.

Beatriz (Betty) Manetta is CEO of Argent Associates Inc., a tech-centric systems integration firm with offices in Edison NJ and Plano TX, and Asociar, a global firm delivering complete end-to-end supply chain optimization services and solutions. Ms. Manetta emigrated from Argentina as a young girl and grew up in Elizabeth NJ. Her parents instilled in her a desire to learn and work ethic to succeed. She holds a Bachelor of Science degree in Accounting and Marketing from Rutgers University and a Masters of International Studies from Seton Hall University. She was the recipient of the Beta Gamma Sigma Award from Seton Hall for her significant contributions to the strength and vitality of the economy combined with her business service achievement to humanity. Ms.Manetta spent 20 years in Corporate America, primarily in the telecommunications industry, before leaving to launch Argent Associates Inc. in 1998. During her corporate career, she held national and international assignments in technical support, sales, human resources and quality management and control. 47


She believes true business success is interdependent upon the success of the community. She takes her commitment to continuous learning and social responsibility seriously. Ms. Manetta is a champion of ethnic minority, women and small businesses. She served on President George W. Bush’s President’s Export Council, where she advised on international trade matters and its impact on small, women and minority businesses. “Education and economic prosperity go hand-in-hand as part of the American Dream,” says Ms. Manetta. “STEM education and innovation are the cornerstones for building a stronger, more diverse economic base in our country. Ms. Manetta serves on several boards including Tech Titans, TIA, Seton Hall University Board of Regents, QuEST Forum and the U.S. Hispanic Chamber of Commerce. She has received numerous awards locally and nationally for her leadership and commitment to excellence.


and the why of things. For example, interstellar travel will require innovation on energy production that increases flight speeds exponentially. Innovation is allowing our innovators to fail. Thomas Edison once said, “I have not failed 10,000 times—I’ve successfully found 10,000 ways that will not work.” With today’s “right now” focus, research and development teams need willing financing and support behind ideas that may not even work. However, these ideas may provide the groundwork for concept that do work. Young people must be given the latitude to innovate with limited consequences.

ENGAGING A DIVERSE STEM POOL. Young people respond to what they see. If you have never seen an engineer and what they do, it’s hard to imagine being one. Further, if you have never seen a scientist, mathematician or computer scientist that looks like you, it is hard to imagine you can attain those heights. We believe that educational programs, mentorships, internships and seminars must be inclusive of minority and women leaders, business owners and representatives. While some young people will excel no matter the odds against them, we must engage successful women and people of color into the programs that do exist. We must create programs that target inner city schools to help young people dream BIG.

PROVIDING REAL WORLD EXPERIENCE. The business world is the most equipped to provide real world experience in the STEM fields. Internships must be more than making copies or running errands. We must allow interns to handle a project and understand the ups and downs of managing innovation. Real world experience also enhances our overall workforce. Everyone wants experienced labor, but we must all be willing to introduce, train and utilize the neophytes of today in order to create the giants of tomorrow.

MEET STUDENTS AT THEIR VIEWPOINT. Finding new avenues to reach young people at their level can be helpful. Young people love video games, fashion, music, mobile apps, social media, etc. Our programs must seek to connect to areas of interest with STEM. We recently participated in a presentation to young high school women who participated in a STEM curriculum. We brought along one of our robots which rolled around the room talking to the young ladies. Not only did the young ladies get engaged with the robot, they became very interested in how it worked. The robot might have been more of a hit at the session than the actual panelist of women-business owners, who conveyed how STEM impacted their businesses. Everything we touch today has an element of STEM in it – genetically engineered food products, fashion purchase tracking (InternetofThings), mobile apps, game development, phones, computers, healthcare, etc. How we introduce the possibilities to young people is central to their developing an interest in what STEM can do and does do now and into the future.

At Argent Associates and Asociar, we acknowledge that technology is a crucial component of what we do and who we are. We encourage diverse participation in the field of technology. For us, it is a competitive advantage that keeps us on the leading edge. We develop, innovate, evaluate and continually utilize new technologies to help our companies and our clients operate more efficiently, more cost effectively and more environmentally responsibly. Continuous research and learning have enabled us to stay ahead of our competition. We have grown one of the largest women-owned technology companies in the country. We hire diverse employees because we are diverse. We hire women because we are a womanowned company. We believe in our company’s demographics reflecting the communities in which we live and work. Sometimes that means we hire and train people, too. STEM is crucial to who we are. We believe it’s crucial to our nation, our world economy and what we want to be. As Peter Drucker, organization management guru says, “the best way to predict the future is to create it.” We want to create a future filled with STEM-centric individuals converting innovative ideas into worldchanging products and services. Together we can!■

ENCOURAGING INNOVATION. Innovation is more than coming up with a new idea. Innovation is a process of thinking differently than the norm. It’s asking yourself WHY? It’s trying to find out the how



Argent Associates Inc. / Asociar

The future of our economic success and the continuance of innovative concepts requires a concentration by business, academia and government working together to instill targeted attention to creating a more STEM-directed workforce. This cannot happen effectively without a collaborative effort between various groups to move in a common direction.There are a number of successful programs at all levels around the country initiating STEM education, internships, competition and hiring. We suggest that the following be included in these efforts to obtain the highest rewards for the efforts.

Randall L. Stephenson Chairman and Chief Executive Officer AT&T Inc. AT&T Inc. helps millions around the globe connect with leading entertainment, mobile, high-speed Internet and voice services. We’re the world’s largest provider of pay TV. We have TV customers in the U.S. and 11 Latin American countries. We offer the best global coverage of any U.S. wireless provider. In addition, we help businesses worldwide serve their customers better with our mobility and highly secure cloud solutions.

Randall L. Stephenson Chairman and Chief Executive Officer Randall Stephenson became chairman and chief executive officer of AT&T Inc in 2007. The company is a global leader in providing integrated communications services to businesses and consumers, from video entertainment, highspeed Internet and mobility, to IP network services and the Internet of Things (IoT). Today, AT&T offers video entertainment to more than 26 million customers in the United States and more than 19 million customers in Latin America, including Mexico and the Caribbean. It also provides 4G LTE mobile connectivity to 355 million people, high-speed fiber connections to more than 1 million U.S. business locations, global IP network services that connect 3.5 million businesses on six continents representing 99 percent of the world’s economy, and high-speed Internet connections to 57 million U.S. customer locations. More than 26 million IoT devices and sensors are connected to its network.

49


AT&Tisoneoftheworld’slargestcommunications companies, with more than $147 billion in 2015 revenues and 32 consecutive years of dividend growth. The company launched AT&T Aspire in 2008, a philanthropic program to improve college and career readiness for students at risk of dropping out of high school. With a financial commitment of more than $350 million, AT&T Aspire marks the largest education initiative in the company’s history. Randall also has led AT&T’s breakthrough "It Can Wait" campaign – an education and awareness program encouraging drivers to keep their eyes on the road, not on their phone. Randall began his career with Southwestern Bell Telephone in 1982 in Oklahoma. He served as the company’s senior executive vice president and chief financial officer from 2001 to 2004, and from 2004 to 2007 he served as the company’s chief operating officer. He was appointed to AT&T’s board of directors in 2005.


Unfortunately, America’s educational system is not producing enough graduates with the technical skills needed for an increasingly complex, software-based business environment. Overcoming this mismatch is hard enough for a company with a few hundred employees. Imagine one with 281,000 employees like AT&T. We’ve embraced this challenge head-on. Our workforce transformation initiative is built on three pillars. It starts with an end-to-end skills assessment for our employees. This helps them identify strengths and areas for development. Next, is an honest look at the kinds of jobs we’ll need in the future, so employees can see how their new skills will fit into their career paths. Finally, we offer an array of online classes to help them develop those skills – ranging from online classes (that we’ve developed with Udacity called nanodegrees) in data analytics and Web designing to Champlain College certification in cyber tech to a Georgia Tech Master’s Degree in computer science. We understand that employees have to balance their regular jobs with their online coursework, so we designed the program to be fast, flexible, and mobile. And, to make it affordable we increased our tuition aid program so employees can improve their skills at little or no cost to themselves. This kind of massive reskilling effort takes a real commitment from employees and management to make it work. And so far, results indicate that we’re on the right track. Close to half of our employees have completed a total of 1.7 million online courses. Clearly, our employees understand why this important and are willing to put in the time and effort to get ready for their future with AT&T. But this is one just part of our strategy to make sure we have the talent we need. We’re also ramping up our talent acquisition efforts, with an emphasis on seeking out diverse candidates. Every year, we recruit on-site at historically black colleges and universities, searching for students with strong STEM skills.


In 2007, we launched AT&T Aspire, which focuses on high school success and career readiness. To date, we have invested more than $250 million of our $350 million commitment to improve educational outcomes. And through the Aspire Mentoring Academy, AT&T employees have spent 1 million hours over the past 4 years mentoring more than 160,000 students in 336 U.S. cities. This helps them connect the dots between what they learn in school and the skills they will need in their careers. We’re also leveraging the energy and passion of the 120,000 members of our employee resource groups (ERGs). Our top ERG awards over the past few years have highlighted STEM-related efforts, including a nationwide rollout of Girls in Future Technologies days and a contest for middle- and high-school students to develop mobile apps. Together with our partners, we’re making serious headway, providing people with the skills they need. In doing so, we are: Removing barriers to academic success and career growth and helping all students, regardless of age, gender, income or ZIP code, make their biggest dreams a reality. Sparking innovation and empowering students, educators and caregivers to use new technologies for personal, career and community growth. Connecting with communities to make sure the products and services we create work for them. Building a creative and adaptable workforce that is prepared for the changing needs of employers and customers. Technology is transforming every industry, and businesses that fail to invest the time and resources to train, attract and retain the best talent will be left behind. By helping our employees learn new skills, searching for the best diverse STEM talent and investing in our nation’s education system, AT&T is working toward a better future for our customers, shareowners, partners and employees.■


AT&T Inc.

The formula for innovation and growth in today’s digital economy begins and ends with a workforce that has the right skills.

Jeffrey Wadsworth President and Chief Executive Officer Battelle Every day, the people of Battelle apply science and technology to solving what matters most. At major technology centers and national laboratories around the world, Battelle conducts research and development, designs and manufactures products, and delivers critical services for government and commercial customers. Headquartered in Columbus, Ohio, Battelle is the world’s largest nonprofit research and development organization, with over 22,000 employees at more than 60 locations globally. A 501(c)(3) charitable trust, Battelle was founded on industrialist Gordon Battelle’s vision that business and scientific interests can go hand-in-hand as forces for positive change. Today, Battelle manages the world’s leading national laboratories and maintains a robust and diverse contract research portfolio. Battelle’s mission includes a strong charitable commitment to community development and education. That’s why we support staff volunteer efforts; science, technology, engineering and mathematics (STEM) education programs; and philanthropic projects in the communities we serve.

Jeffrey Wadsworth has been President and CEO of Battelle since January 2009. He has worked at Stanford University, Lockheed Missiles and Space Company and Lawrence Livermore National Laboratory. In 2002, he joined Battelle and served as a member of the White House Transition Planning Office for the U.S. Department of Homeland Security. He also has served as director of Oak Ridge National Laboratory, the Department of Energy’s largest multipurpose science laboratory.

51


Wadsworth studied metallurgy at Sheffield University in England, where he earned a bachelor’s degree and a Ph.D. He was also awarded a Doctor of Metallurgy and the highest recognition conferred by the university, an honorary Doctor of Engineering degree. In 2012, Wadsworth, a member of the National Academy of Engineering, was elected to its Chinese Academy of Engineering.


Any support that Battelle offers is meant to provide opportunity for students of every background. The STEM schools we support are inclusive, no test scores are needed for admission. Most of them use a mastery system, where students must show complete command of a subject before moving to the next level. We believe this is a key way of helping students persist. Show them, with their own work, that they can perform and excel in STEM. We also encourage schools and our own employees to serve as role models to students. This paired approach, better teaching and community involvement, is our strategy. How has your company coordinated investments in education with future workforce needs?

As a research & development company, we have a keen interest in preparing the next generation workforce. STEM doesn’t mean preparing students to work only in a laboratory or technical role. Every success we have at Battelle takes a team of scientists lawyers, administrators and marketers. For us, STEM must be about preparing all students. That means college and career, but not a specific list of fields. What is the key to smart STEM investments?

I don’t think there is any one silver bullet, but we have found at Battelle that a focus on scale is incredibly important. We know there are hundreds and even thousands of high-quality STEM programs and projects occurring across the country. If they reach only a handful of students, they won’t have the broadbased impact we need to create lasting change. We work to identify scalable STEM opportunities, initiatives that are already working across regions or states, and we invest in them. My advice is to be deliberate and thoughtful at the outset. It may take more time initially but the result will be well-worth it.


What is the STEM initiative that your company has supported are you most proud?

If I had to pick just one thing it would have to be the place where Battelle’s STEM education work began, Metro Early College High School. Metro calls itself a small school with a big footprint and it has more than lived up to its billing. It's an Ohio public STEM school where students of every background receive an education that allows them to excel. Metro has a 100% graduation rate and 100% college admission. Every year the school hosts hundreds of visitors looking to replicate or learn from the Metro model – that is truly a mark of just how well Metro executes its wonderful mission. Moreover, the school is growing. Just last year we expanded the school by opening the Metro Institute of Technology under a new partnership with Franklin University and EDUCAUSE. This new school provides a second high school in the Metro network, reaching even more students. What is your advice on using private-public partnerships to tackle our most pressing education challenges in STEM?

Our greatest successes in STEM are the result of public-private partnerships. Metro Early College High School began as a partnership between Battelle, The Ohio State University, and local school districts. Thanks to this model, Metro has continued to grow. That partnership, Metro's board, and the leadership of Meka Pace, set the stage for Metro Institute of Technology. But opening the new school meant seeking new partners. So we grew the fold to include Franklin University and EDUCAUSE.■


Battelle

How do we encourage students, particularly women and underrepresented minorities, to continue their study of STEM subjects?

Philip Blake Senior Representative, U.S. Bayer As a science and innovation company, Bayer has a strong stake in helping to improve education and to ensure that all individuals are scientifically literate. Bayer demonstrates this commitment through Making Science Make Sense® (MSMS), its Presidential award-winning, company-wide initiative that advances science literacy across the United States through hands-on, inquiry-based science learning, employee volunteerism and public education. Bayer is a global enterprise with core competencies in the Life Science fields of health care and agriculture. Its products and services are designed to benefit people and improve their quality of life. At the same time, the Group aims to create value through innovation, growth and high earning power. Bayer is committed to the principles of sustainable development and to its social and ethical responsibilities as a corporate citizen. For more information, go to www.bayer.us.

Philip Blake was appointed Senior Bayer Representative, U.S. in July 2012. He is responsible for all U.S. activities of the worldwide Bayer Group. In addition, Mr. Blake serves as Regional Head of Bayer Pharmaceuticals for the Americas, a role he assumed in October 2015. In this role, he leads the pharmaceuticals division of Bayer for Canada, the United States and Latin America. Since 2012, Mr. Blake has been a strong advocate for Bayer’s U.S. science literacy program, Making Science Make Sense®. Making Science Make Sense is a presidentialaward winning, company-wide initiative that advances science literacy through hands-on, inquiry-based science learning.Not only has Mr. Blake been a staunch supporter of employee involvement in MSMS, he has advocated for increased STEM-education awareness on a national level. Mr. Blake has engaged with U.S. Senators and Congressmen, the U.S. Department of Education and other state and local political leaders on the importance

53


of science literacy to our schools and to our future workforce. In October of 2015, Mr. Blake was invited to the White House to meet with President Barack Obama as part of a discussion on the role of science literacy in America’s schools. Previously, Mr. Blake served as President & CEO, Bayer Inc. and Head of Bayer HealthCare in Canada. In his 30 plus year career with Bayer,Mr.Blake has held leadership positions around the world focusing on global strategic product marketing, business development, clinical planning, product development and sales management. Philip Blake obtained his degree at Bristol University and undertook further executive training at The Open University, INSEAD (Institut européen d'administration des affaires) and Wharton Business School. He is a Chartered Corporate Director – earning this designation in 2006 from the Directors College at the DeGroote School of Business, McMaster University.


This realization that a group of 1-year-olds weren’t captivated by long-term career insights and national education policies isn’t exactly breaking news. The teenage version of me was more concerned about what time soccer practice started than how many engineers our workforce would need 10 years from now. Workforce? You mean, like a job? Jobs are for adults. And 10 years? Well, that might as well be a lifetime. Such abstract or theoretical concepts just simply didn’t register on my radar. To me, abstract concepts sounded like something out of a textbook, and textbooks were boring. This doesn’t mean I was completely science-averse growing up. Like these 50 New Jersey students, I too was fascinated by stories of space exploration and (though I did not know it at the time) other STEM-related activities. As a boy, one of my best scholastic memories was peering through a microscope at the cellular workings and functionality of a common snowberry. Slicing open the berry, identifying which cells did which actions—I wasn’t reading about science, I was doing science. For those of us invested in promoting STEM-education, we must meet students at their level in ways that will resonate with them. Individuals who will be society’s scientists, engineers and mathematicians twenty years from now most likely don’t even know that yet. We have the opportunity to shape their curiosity, to foster their interest in these fields now. That means engaging with them hands-on. Students won’t learn or be interested in science because it’s a good career path or because some business leader tells them to. They will learn about science by doing it—and they’ll do science because it is fun! Just to recap so far: Space exploration and dissecting snowberries = fun. Abstract concepts and textbooks = not fun. At Bayer, we’ve spent the last twenty-one years advancing this idea that a student’s true interest in science can only be achieved through handson, inquiry-based learning. Through our Presidential award-winning initiative, Making Science Make Sense®, Bayer has helped hundreds of teachers and tens of thousands of students develop science literacy through experimentation and hands-on learning. An integral part of the Making Science ©2016 STEMconnector® All Rights Reser ved

Make Sense initiative has been Bayer’s work to forge long-standing, deep-rooted partnerships and spearhead important curriculum change. Together with our partners, Bayer is working to implement standards-based, inquiry-centered curricula and provide teachers with ongoing professional development in science content and pedagogy. At the heart of Making Science Make Sense is the commitment of Bayer volunteers. Our employees provide hands-on science learning experiences through STEM-focused activities, classroom visits, teacher workshops and community events near Bayer site locations nationwide. Bayer’s MSMS volunteers let students experience the fun of science through various experiments with vividly descriptive names such as Balloon Skewers, Sticky Icky and AlkaRockets. It is only after the laughs and gasps subside, and the experiment is complete that the instructors delve into the “science” behind the activity. In this way, we help demonstrate to students that science is the reason behind the fun experiment. Once they make this connection that science is the reason for this fun activity, science suddenly becomes much more interesting. Back to my story about the senator, astronaut and 50 8th graders—it didn’t take long for me to realize that my prepared speech about career paths and education policies wasn’t going to gain any traction with this audience, especially given my on-stage competition. Fortunately, I had one last trick up my sleeve. I signaled across the room to one of my staffers who promptly tossed me a replica soccer ball used during the most recent 2014 World Cup. “Who here plays soccer,” I asked the students. Soccer? I play soccer! Six or seven hands went skyward. Finally I had their attention. I tossed the ball to a boy in the front row who had raised his hand. “Did you know a Bayer scientist created the materials in this ball” I asked. It’s true—Bayer did make the materials in the World Cup ball. In 2014 Bayer still had a division dedicated to plastics and polymers. That division has since been spun-off. “How the ball moves when you kick it. How it rolls on the turf. All of these factors are based in science,” I continued. “And if you can start to understand the science behind the ball, you can predict what the ball will do. And if you can do that, you can really improve as a player.” I had made the connection. I had reached these students on their level, in a way that they understood and more importantly, in a way that they cared about. Maybe they didn’t quite grasp the long-term impact an interest in science would have on their lives that day, and that’s ok, because some day they would. What mattered that day was that someone showed them science isn’t just some faroff abstract concept—science can be fun. And that someone wasn’t even a senator or astronaut.■


Bayer

In my role as President of Bayer in the U.S., I’ve become quite accustomed to public speaking in many settings—it comes with the territory. However, eighteen months ago, I stood on a stage between a popular U.S. Senator and a NASA astronaut attempting to speak to about 50 local New Jersey students on the import role of STEM-education in our schools, jobs and society. I say “attempting” because it was clear that these 8 tales of space exploration and political theatre from my fellow speakers than they were in hearing from some corporate executive with a funny British accent. Didn’t they understand I was explaining how vital STEM-careers will be to their generation? Didn’t they understand the importance of corporations like Bayer investing in STEM education nationwide? Didn’t they care? In short—not really.

Bill Dudley Chief Executive Officer Bechtel Group, Inc Bechtel is among the most respected global engineering, project management, and construction companies, and a cornerstone of innovation in the industry. Together with our customers, we deliver landmark projects—the modern marvels of the world—that foster sustainable progress and grow economies. Corporate Social Responsibility or Stewardship, is Bechtel’s commitment to harness our human capital and resources to promote science, technology, engineering, and math (STEM) education and to help improve the quality of life in communities where we live and work. Bechtel and its employees play an important role in developing the next generation of engineers, scientists and technologists in our country, and we recognize that future leaders will need strong math and science backgrounds to solve the complex problems we face. Bechtel is a signature sponsor of five key programs: DiscoverE; Engineers Without Borders; FIRST®; Junior Achievement Worldwide®; and Ocean Exploration Trust. Since 2011, our STEM investments totaled nearly $10 million.

Bill Dudley is chief executive officer of Bechtel Group, Inc., and has served as a member of the company’s board of directors since 2000.

general manager for Southeast Asia, country manager for Thailand, and general manager of Bechtel’s pipeline business in Asia.

Since joining Bechtel in 1981, Mr. Dudley has served in a variety of engineering, project management, and executive management positions globally. He became president of the Oil, Gas & Chemicals business unit in 2001, assumed leadership of the Mining & Metals business unit’s Latin America and Oceania regions in 2003 and Asia in 2004.

Mr. Dudley was elected a senior vice president in 1997 and became Bechtel’s president and chief operating officer in 2008. He was elected chief executive officer in 2014.

Prior to these assignments, Mr. Dudley was located in London, where he served as president of Bechtel’s Europe, Africa, Middle East, Southwest Asia organization, responsible for all Bechtel business lines in the region. Mr. Dudley also served as Bechtel’s

55


Mr. Dudley holds a bachelor of science degree in civil engineering from Purdue University and a master’s degree in business administration from the University of Houston. He currently serves on the board of the Engineering Advisory Council at Purdue. Mr. Dudley is a Business Roundtable member, and actively participates in numerous charitable organizations.


Similarly, it’s more likely that girls and minority students will pursue STEM careers if they have the opportunity to meet and interact with professionals who look like them and come from similar backgrounds. At Bechtel, we prioritize efforts that promote minorities and women in engineering, including leadership in the National Action Council for Minorities in Engineering and the National Society of Black Engineers, the Society of Women Engineers and Women in Nuclear. In 2013, we launched Women@Bechtel, a new employee resource group for women and men who support gender inclusiveness at Bechtel. We encourage our colleagues to dedicate time to visiting local schools and volunteering with students to give back to their communities. Often, the simple act of talking with these young people, asking them about their goals, and helping them learn about what it’s like to be an engineer is a pivotal conversation. It’s a truly empowering experience for these volunteers when they realize the potential impact they can have on the direction their students’ lives may take. It’s especially important in the conversations we have with young people to make sure we are sending out the right message. Young people are curious by their very nature, and so are the best engineers. So we have to capitalize on that curiosity by showing them that engineering and STEM subjects in the professional world are an opportunity to help solve the world’s greatest puzzles, such as resource scarcity, urban growth, and the need for sustainable sources of power. Bechtel colleagues work on these problems every day, and so their stories and experiences are the best source of inspiration for young people. Last year, a Bechtel-sponsored FIRST® LEGO League team from Chile was recognized among hundreds of others for its innovative solution for helping people prepare for, stay safe during, and recover from natural disasters. The experience of living in a part of the world where flooding, earthquakes, wildfires and other natural disasters are all too common has inspired these young people to be part of the solution. They developed a low-cost plan of embedding retroreflectors and


LED lighting in roads to guide people in a tsunami evacuation. It’s experiences like these where we can truly see the value of engaging with young people about engineering – we have the opportunity to help light the spark of some truly remarkable future engineers. At Bechtel, we build projects that transform lives and communities, and we make it a point to share this bigger picture with students we mentor, with interns, college hires, and in our approach to the work we do. Our work with Engineers Without Borders; DiscoverE; and FIRST® is a perfect fit, because these partnerships depend on dedicated, passionate employee volunteers who go the extra mile to spark passion in students. I am most proud of the fact that for 25 years, Bechtel has played a key role in creating and growing DiscoverE, which was previously known as Engineers Week. In 1990, CEO and Chairman Steve Bechtel, Jr. chaired the first US-wide Engineers Week, and since then, the organization has supported 5 million students and teachers through the participation of more than 50,000 engineers. During Engineers Week this year, Bechtel colleagues reached out to over 5,500 students through classroom presentations and other events featuring hands-on engineering activities and mentoring. One of the things I love most about DiscoverE is that it empowers anyone with a love of STEM to get out there and engage students. You don’t have to be an engineer or a scientist – all that’s needed is the desire to introduce children to STEM subjects in a way that leaves them wanting more. DiscoverE provides all the information and resources needed, including engineering activities that ignite students’ creativity and critical thinking, and the ability to talk to kids about engineering in a way that sparks their curiosity and inspires them to learn more. DiscoverE initiatives such as Introduce a Girl to Engineering Day and the Global Marathon For, By, and About Women in Engineering & Technology in particular are outstanding involvement opportunities for our colleagues and leadership. These initiatives are designed to encourage girls and young women to enter the STEM field, and also ensure that they have ample opportunities for growth and continued success once they enter the field.■


Bechtel Group, Inc

Studies suggest that students’ interest in STEM subjects tends to weaken when they reach middle school, so the challenge is to work even harder to gain their interest early. One of the most successful programs we’ve seen to achieve this has been through our partnership with FIRST®, which uses the excitement of building a robot to engage kids from elementary through high school. FIRST programs have volunteer mentors who work with local robotics teams weekly, which allow students to really get to know their mentors. Frequently we host FIRST workshops in Bechtel facilities because we know students value seeing what a professional work environment looks like.

Sonny Beck Chief Executive Officer Beck's Hybrids Founded in 1937, Beck’s Hybrids is the largest family-owned, retail seed company in the United States, currently serving farmers in nine states. Its mission is to help farmers succeed. Beck’s Hybrids has experienced a 10-20 percent increase in sales each year for the last 20 years, and the company doubles in size every five years. Beck's Hybrids is dedicated to providing farmers with the tools they need to be successful by accessing the best genetics and technologies from suppliers worldwide. Additionally, Beck’s Hybrids houses an extensive STEM-based research department that is utilizing advanced techniques and a state-of-the-art molecular marker laboratory to quickly incorporate the latest traits into products that U.S. farmers need to be competitive and supply the safest food for U.S. consumers. Beck’s Hybrids supports STEM initiatives to remain on the cutting edge of the rapidly changing field of agriculture in production, processing, and research.

Lawrence “Sonny” Beck is CEO of Beck’s Hybrids in Atlanta, Indiana, where his business philosophy emphasizes quality, service, and the importance of agronomic research to the future well-being of the American farmer. Under his leadership, Beck’s Hybrids has become the largest family-owned retail seed company in the United States. Sonny earned a Bachelor of Science degree in Agronomy and Plant Breeding and a Master of Arts degree in Agricultural Economics, both from Purdue University. When he graduated in 1962, he became the first College of Agriculture student to receive Purdue's G. A. Ross Award, presented annually to the overall outstanding graduating senior man. In 2014, Sonny was named the National AgriMarketing Association’s Agribusiness Leader of the Year, as well as a FarmHouse Master Builder of Men. In 2013, Sonny was appointed to Purdue University’s Board of Trustees

57


by Indiana Governor Mike Pence. Sonny currently serves on the Indiana Chamber of Commerce Board of Directors and is vice president of the Purdue Ag Alumni Seed Improvement Association. Sonny has held a variety of other leadership positions within the agriculture industry, including president of the American Seed Trade Association; president of the Indiana Crop Improvement Association; a charter member of the Indiana State Department of Agriculture Advisory Board; a charter member of the Purdue Foundation Development Council; member of the Board of Directors for the Purdue Research Foundation; member of the Board of Governors for the U.S. Grains Council; and a member of the Purdue Agriculture Dean’s Advisory Council. Sonny and his wife, Glendia, enjoy spending time with their three children and fourteen grandchildren.


If we want our companies and our nation to be great, I believe we must reach out and motivate our young people early and continue educational programs throughout their lives. STEM programs help students make the connection between academic studies and the real world opportunities that are waiting for them. We need to help students realize that science, technology, engineering, and math are the gateway to innovation, creating new products and services that make the world a better place. Our world is increasingly dependent on technology and we must do everything we can to equip the next generation with the tools they need to go beyond where we are today. We need more students who see science, technology, engineering, and mathematics as their opportunity for their future. Some would argue that the agriculture of old was not very scientific, and perhaps they are right. But I guarantee you that agriculture- and specifically for Beck’s Hybrids, seed production- has most jobs now requiring a knowledge of at least three out of the four STEM disciplines (science, technology, engineering, and math). Without this STEM foundation, employees will struggle to be successful. Science, and chemistry in particular, is required in the agricultural industry as it provides the basic understanding of plants and animals and how we can improve them. Technology, specifically computers, is required in every function we do from driving a basic tractor to our most complicated experiment in our genetic marker laboratory. Engineering knowledge is a necessity in all of our architectural and construction projects. Math and basic mathematical formulas help us solve simple day to day tasks in our head, and we don’t realize that we actually learned that skill as an algebraic function.

truly feel that no matter their role, they are key to our company’s growth, our unique spot in the industry, and our success. They understand that by helping each other, they can accomplish their goals and make our customers successful.We truly value our employees and consider them part of our family. Therefore, employee recruitment and development has been crucial to our company’s achievements. In addition to a strong STEM education, I feel mentoring is next on my list of what it takes to have successful employees get better. Until recently, we would tend to ask a more experienced employee to mentor the younger employee. Quite often, the more experienced employee would not make time to do this or it just wasn’t a good fit personality wise. Our new way of thinking shifts the responsibility and encourages (and even requires) the new in role employee to seek out a more experienced employee to ask them questions and for advice. The benefit of this way of thinking is two-fold: The more experienced employee takes this as a compliment because someone recognizes them as knowledgeable and worth talking to. The new employee gains valuable information and insight for their newly attained role. And so it has become a very effective practice. Next on my list of developing employees is education on the job, which is important in not only the STEMrelated jobs but in all areas. We accomplish this partly by bringing experts in for skill development, and also by sending employees off campus for in-depth training. Beck’s Hybrids has developed an extensive leadership development program which offers courses at the company headquarters and at various regional locations. Employees can either elect or are nominated to attend classes covering subjects such as strategic decision making, conflict management, motivating others, and increasing productivity. Beck’s Hybrids believes in recruiting strong employees, but also in continuing to develop talent through ongoing education in various STEM programs. Lastly,I would like to discuss how we interview employees, hire employees, and evaluate employees to continue employment. Although we still have the required policy books on the shelf, we require all managers and employees to make their daily decisions based on our “Attitudes and Actions” philosophy. (See chart below.) This, we believe, sets the tone for the entire company culture. As Beck’s Hybrids continues to expand and prosper, these basic values will allow us to be a large company that still feels small. ■

As the CEO of Beck’s Hybrids, I think I am most proud of the teamwork I see in our employees and the culture they have developed and exude in their work. They



Beck's Hybrids

Serving on the STEMconnector board the past two years has allowed me to see the importance of the work our industry has been doing over the years to encourage students that they must first obtain their basic STEM education if they want to be in agriculture or agricultural research. Then we, in our company, can teach them the specific jobs that are required to be performed today. As those specific “jobs of today” change over time, their basic STEM education will have taught them how to critically think and figure out the answers to tomorrow’s problems. But- at Beck’s Hybrids, we don’t have problems in our company. I have always referred to them as “challenges.” Challenges that allow employees to utilize their basic STEM education skills and then their experiences over time to solve.

John Mingé Chairman and President BP America Inc. BP is a leading producer of oil and gas, providing fuel for transportation, energy for heat and light, lubricants to keep engines moving, and the petrochemicals used to make many everyday items. With global energy demand projected to increase by almost 35 percent over the next 20 years, investing in STEM education is necessary for BP’s growth and to foster the talent needed to advance innovation in the industry. BP America has supported STEM initiatives for more than six decades. Since 2012, the company has invested around $65 million in STEM education, focusing on teacher training and development, student programs that nurture learning, and encouraging employees to volunteer as mentors.For the second consecutive year, BP ranked No. 1 on the list of STEM Jobs Approved Employers (2015-2016). The list rates companies on their efforts to promote STEM careers through diversity programs, employee development, strategic partnerships, and community outreach initiatives.

59

John Mingé is the Chairman and President of BP America Inc., where he is responsible for providing leadership and oversight to BP’s U.S. businesses, which are involved in oil and gas exploration and production, refining, chemicals, supply and trading, pipeline operations, shipping, and alternative energy. Prior to assuming this role, John was the Regional President of BP Exploration (Alaska) Inc., where he was responsible for BP's oil and gas exploration, development, and production activities in Alaska, as well as its interests in the trans-Alaska oil pipeline.

John started his BP career in the Gulf of Mexico as a drilling engineer. He holds a Bachelor of Science degree in mechanical engineering from Washington State University.

During his 32-year career with BP, John has held various executive and engineering posts around the globe. He has served as President of BP Indonesia, as Head of BP’s Asia Pacific Unit, and as President of exploration and production for Vietnam and China. For the past six years, he has served on the BP America Board of Directors.

He is married to Jackie and has two children, David and Emma.


John is a member of the API Board and Executive Committee, a member of the National Petroleum Council, and a Director of the National Association of Manufacturers. He is also heavily involved with his alma mater, WSU, where he serves on the Board of Governors and on the College of Engineering and Architecture Executive Leadership Board.


The son of Nicaraguan immigrants, Eduardo attends Houston’s Paul Revere Middle School — a STEM magnet school — where BP employees work with students to help bring to life all the possibilities that science, technology, engineering and math have to offer. During a school science competition last year, he unveiled his project on static electricity, and it blew everyone away, winning first prize overall. In fact, my colleagues were so impressed that they brought the project to Washington, D.C., and shared it with members of Congress at a STEM fair. As I was preparing for the Chamber event, I thought about Eduardo and what his story represents. When we told his family and school that I would be mentioning him in my remarks, they were beyond proud. He came to the event along with his mother, his principal and his robotics teacher Alyssa Cannon-Banks, which meant a lot to me. After I brought him on stage, he spoke of his enthusiasm for science and his desire someday to work at BP. Students like Eduardo epitomize what our commitment to STEM is all about. We want to inspire and support the next generation of American innovators: the men and women who will help our industry harness the technologies of the future to create the jobs of the future. The goal is to increase opportunity — for the schoolchildren of today, for the workers of tomorrow, for people everywhere. I know from firsthand experience that the STEM fields can serve as a powerful vehicle for upward mobility. When I was a kid, my parents taught me the virtues of education, discipline and a strong work ethic. In school I discovered a passion for science, and I became the first person in my family to graduate from college. I joined BP as a drilling engineer, which set me off on a career path I never could have imagined.


One of the many great things about the company is our commitment to training STEM teachers, promoting STEM learning and mobilizing our employees to make a difference through STEM mentorship. In Houston, for example, we sponsor work-study internships with Cristo Rey Jesuit College Prep, a school that provides highquality education for economically disadvantaged students. The BP internship allows Cristo Rey students to pay for their schooling and gain real-world experience in the energy business. We also support the National Action Council for Minorities in Engineering, the Million Women Mentors project and other programs designed to help underrepresented groups play a bigger role in the STEM fields. All told, BP has donated around $65 million to U.S. STEM initiatives since 2012 alone. By investing in these programs, we are helping build a STEM workforce that reflects the full diversity of our great country. We also are helping fulfill the promise of opportunity for those less fortunate, especially underserved minorities. In that sense, we are helping affirm the true meaning of the American Dream. In the process, we are cultivating the talent necessary to meet global energy demand in the decades ahead. And make no mistake: While demand growth may be sluggish right now, worldwide energy consumption will increase dramatically over the next 20 years. Indeed, BP projects that, under the most likely scenario, it will increase by 34 percent between 2014 and 2035, with fossil fuels remaining the dominant source of total energy supplies. To perform the energy jobs of the 2020s, 2030s and beyond — some of which probably do not even exist today — Americans will need a firm grounding in STEM. These are subjects that transcend linguistic, cultural and gender barriers, both across our country and across the world. BP is committed to expanding STEM opportunities for people of all backgrounds, and we are honored to be a member of STEMconnector. ■


BP America Inc.

This past September, I attended the U.S. Hispanic Chamber of Commerce’s annual convention in Houston, where I had the privilege of participating in a Q&A session with Chamber President and CEO Javier Palomarez. At one point in our discussion, Javier asked me why BP has devoted so much time and effort to STEM education. I looked out into the audience and asked a young man named Eduardo Corazon to join us on the stage.

Mike Gregoire Chief Executive Officer CA Technologies CA Technologies (NASDAQ:CA) creates software that fuels transformation for businesses and enables them to seize the opportunities of the application economy. The company works to improve the quality of life in communities where its employees live and work worldwide and is fully committed to advancing social, environmental and economic sustainability. CA Together, the company’s Corporate Social Responsibility program, is driven by the core philanthropic focus of improving the lives of underserved children and communities around the world. CA Technologies does this by supporting organizations, programs and initiatives that enrich the lives and well-being of others with a primary focus on STEM (science, technology, engineering and math) education. CA Together activities encompass employee volunteerism and matching gifts; in-kind donations of CA Technologies products and services; and wide-ranging partnerships and philanthropic support to community organizations worldwide. Learn more at ca.com/csr.

Mike Gregoire is Chief Executive Officer of CA Technologies, a $4.5 billion global software company. CA Technologies is helping companies seize the opportunities of the application economy – a world where software is crucial to global business and application development is the engine of innovation. Before Taleo, Mike spent five years at PeopleSoft as executive vice president of its Global Services Group, with responsibility for consulting, education, hosting and maintenance worldwide. Mike started his career at as an architect and technical project leader at EDS, and rose to run a number of its operations and businesses, including its Global Financial Markets Group. Mike is widely recognized as a strategic thinker in the information technology industry. He is a member of the World Economic Forum’s IT Governors Steering Committee, the Business Roundtable’s Information and Technology Committee, and the Wall Street Journal’s CEO Council. He also serves on the Executive Council of TechNet, an organization of CEOs that represents the technology

61


industry in policy issues critical to American innovation and economic competitiveness. In addition, he sits on the Board of Directors of ADP, one of the world’s largest providers of human resources business processing and cloud-based solutions. Mike exemplifies CA’s commitment to being a responsible corporate citizen. During his tenure, CA has strengthened its engagement with the communities where its employees live and work, with an emphasis on advancing STEM (science, technology, engineering and math) learning for underserved youth. Mike is on the Board of NPower, a nonprofit that enlists and trains low-income young adults and veterans to become IT professionals. He also serves on the Board of Change the Equation, a coalition of CEOs committed to improving STEM education. An avid cyclist, he also manages to compete in several races a year, many of which are fundraisers he rides in wearing the CA jersey. Mike earned a Bachelor of Science degree in Physics and Computing from Wilfrid Laurier University in Ontario, Canada, and a Master of Business Administration degree from California Coast University. © 2©021061S2T ES M T EcMocnonnencet c o tr ® o rA ™l lARl li gRhi gt sh tRseRs e rs veer vde d

CA Technologies provides software solutions to our customers every day, all over the world. We invest in many different locations, and in myriad ways – from increasing supplier diversity to reducing energy consumption. • We invest in our communities to build their local economic impact and further development opportunities. • We invest in our employees so they can grow and flourish while at CA. • We invest in sustainable operations to ensure we have a minimal effect on the environment. While each of these tenets of investment are important, we are obligated to invest for the longterm to counter the potential issues we face – our critical business issues.

Because we live in an Application Economy, we must cultivate the resources to serve the tech-driven world well into the future. Educated and motivated people are crucial to our ability to operate, and as the global economy becomes more dependent on STEM experts and the economic impact and adoption rate of tech continues to increase, we must ensure the next generation is well prepared. However, we are facing a global shortage of STEM-facile workers. Students are behind in their understanding of STEM. Small investment in short-term programming has not worked. To address this issue, we have concentrated our efforts on improving STEM education across the globe with a focus on long-term investment at every stage of child- and professional-development. This is how we empower the next generation to understand, appreciate and embrace the technology that powers and affects their lives every day. Solving the STEM Problem by Focusing on Girls and Women

When you dig deeper into the issue of STEM-capacity, there is a more disconcerting part of the story; a profound gender gap becomes quite clear. We have seen no significant improvement in the number of women entering STEM fields since 2000. In the United States, 74 percent of teen girls reported (in 2012) they were interested in STEM; but, only 13% said pursuing a major in that field is their number one choice. This conversation is unsustainable. For every eight boys that plan to pursue a career in a STEM field, only one girl does. After college, only 26% of women with a STEM college degree actually start a STEM career. This is not just a U.S. problem. In areas across the globe – from Europe to India to Middle Eastern nations and beyond – we see a shortage of women entering college to study a STEM field and an even greater gap for those who go on to find a STEM career.


We believe many these challenges start early: girls often report they don’t feel welcome in STEM classrooms, and they don’t see the connection between STEM and careers. Girls need mentors to look up to in these fields, and need their abilities nurtured. This is why CA Technologies is committed to empowering all children and youth – especially girls - with the tools, knowledge and resources to be successful in STEM-related fields. We begin by reaching kids at the youngest age, nurturing them as youth, engaging them as young adults, mentoring them as professionals and empowering them for the future. We don’t do “quick fix” solutions; there is no “one size fits all.” We know when we unlock opportunities for all people, regardless of gender, race or socioeconomic status, we secure the future of our business, building a smarter, safer and more connected App Economy. A few years ago, we took a major step to help eradicate the gender gap in STEM education when we launched Tech Girls Rock, a Clinton Global Initiative Commitment to Action. In partnership with Boys & Girls Clubs of America we have held workshops for more than 2,000 young women, where CA volunteers encourage participants to explore educational opportunities and careers in STEM fields. We are seeing results from our workshops, with 84% of participants saying they would consider a tech-related educational opportunity, and 69% saying they have interest in a tech-related career. To really solve this problem, we must be diligent in evolving and promoting the work we do, and we must all be a part of the solution. At CA we believe in the power of our employees to make a difference in their communities – whether that means volunteering with their favorite charitable organization or offering to judge a science fair at a local elementary school, we give them opportunities and resources to support what is important to them. I take this culture of service to heart as I sit on the board of directors for Change the Equation and NPower – CA nonprofit partners who advocate for STEM education. This has created new opportunities and encouraged engagement from employees at all levels as we learn from other leaders in the space, collaborating to make a real difference in the future of our workforce. We feel confident, with continued mentoring and engagement, that many of the young people we reach today will be tomorrow’s engineering and computer science majors. That is why, in everything we do, we strengthen and support their entire journey of STEM education. This type of pipeline protection is what we need to solidify the future of STEM focused industries and keep moving forward into the App Economy. ■


CA Technologies

CA Technologies' Commitment to Investment

Richard D. Fairbank Founder, Chairman and Chief Executive Officer Capital One Financial Corporation Capital One is a Fortune 200 company that offers a broad spectrum of financial products and services for consumers, small businesses and commercial clients. The success of our business relies on a healthy economy with a skilled 21st century workforce. In 2015, Capital One announced it will focus $150 million in community grants and initiatives over five years to help empower more Americans to succeed in an everchanging digitally-driven economy. With its new Future Edge initiative, Capital One will collaborate with leading organizations across the country to address areas of critical need that impact the nation’s ability to grow and prosper in the digital age. We support STEM programs and partnerships that span K-12 education to workforce development through partners such as the National Academy Foundation, colleges and universities across the country, and workforce skills training organizations. We also work to incorporate the development of STEM skills into our other philanthropic programs.

Richard D. Fairbank is founder, Chairman and Chief Executive Officer of Capital One Financial Corporation, a diversified financial services company ranked 124th on the Fortune 500. Mr. Fairbank founded Capital One in 1988 based on his belief that the power of information, technology and testing could be harnessed to bring highly customized financial products directly to consumers. Capital One is the nation’s 8th largest bank, offering a broad spectrum of financial products and services to consumers, small businesses, and commercial clients, with more than 900 branch locations in New York, New Jersey, Louisiana, Texas, Maryland, Virginia, and the District of Columbia. Capital One has been widely recognized for its entrepreneurial culture, progressive work place, and community engagement. Capital One made FORTUNE magazine’s list of 25 “Blue Ribbon” companies that were recognized on four or more FORTUNE lists, including the Fortune Global 500®, the Fortune 500®, and the World’s Most Admired

63


Companies. Capital One was also named one of FORTUNE’s “100 Best Companies to Work For,” one of only 11 large companies to make the list. Capital One was named to Fortune Magazine’s list of “Top Companies for Leaders,” ranking second in North America and fifth globally. In addition, Capital One has been named to: Fortune’s “20 Great Employers for New Grads,” BusinessWeek’s “Best Places to Launch a Career,” one of the National Association for Female Executives’ “Top 50 Companies for Executive Women,” the Human Rights Campaign Foundation’s “Best Places to Work for LGBT Equality,” Working Mother’s “100 Best Companies” Diversity Inc’s “Top 50 Companies for Diversity," and named to the 2013 "Top 100 Military Friendly Employers" by G.I. Jobs. Capital One was one of 15 recipients of the 2014 Secretary of Defense Employer Support Freedom Award, the highest recognition given to employers by the Department of Defense for exceptional support of Guard and Reserve employees.


How has your corporation coordinated investments in education with future workforce needs?

To understand the importance of STEM, just look at the world around us, and think about the mobile computing power we hold in the palm of our hand. All roads lead to harnessing the power of science, technology, engineering, and math across virtually every industry—from financial services, to manufacturing, to health care, to technology.

Banking is ripe for transformation, and we're focused on positioning Capital One at the forefront of where banking is going. STEM is at the heart of everything we do. Making sound investments to ensure a pipeline of future STEM leaders is critical.

The impact of STEM is on display every day as we watch industries being disrupted by digital businesses, the use of data and analytics, and new technologies. Almost a quarter of a century ago, I believed that financial services would begin to consolidate nationally one product at time and that the combination of data, technology, and testing would change the game in banking. Our company was founded on these fundamental beliefs, and we remain relentlessly focused on STEM to run our business and create a competitive advantage. As the rate of technological change accelerates, there is an insatiable demand for skilled technology talent and helping more Americans become digitally fluent is essential. Technological proficiency opens doors. When we equip individuals with the skills they need to succeed in an increasingly tech-focused world, we are preparing them for long-term success and are investing in the health of our economy. How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?

STEM programs must help students make the connection between academic study and real-world opportunities. We need to help students see that science, technology engineering and math are the gateway to new, breakthrough ideas. We also need to have diverse beacons in STEM who can serve as mentors and champions to excite as many students as possible to pursue STEM-related education. We also need to ensure that STEM programs are interesting, relevant and accessible. We support a wide range of partnerships and programs to help bring STEM classes to students during critical time periods in their education. For example, we created a special coding curriculum to give middle and high school students personal finance tools and digital skills to help them succeed in today’s technologydriven economy through our Junior Achievement/ Capital One Finance Park program.We sponsored the Grace Hopper Celebration of Women in Computing conference – the epicenter of women in technology. More than 150 Capital One associates joined 12,000 attendees in supporting women in technology and sharing the latest developments in engineering. We also sponsor Women Who Code, Black Girls Code, and many other organizations.


For more than 15 years, we have made STEM investments across a broad range of programs to help people at each stage of their lives—from elementary school through adulthood. Capital One is dedicated to providing opportunities and resources that will enable more people to succeed in an ever-changing digital economy. In 2015, Capital One announced that we will focus $150 million in community grants and initiatives over the next five years to help empower more Americans to succeed in an everchanging digitally-driven economy. Through our new Future Edge initiative, we will collaborate with leading educational and community organizations across the country to address areas of critical need that impact the nation’s current and future ability to grow and prosper in the digital age. We also work with colleges and universities to help students develop skills in statistical analysis that are critical needs in today’s world of big data and rapidly advancing technology. For example, we led a data competition with more than a half a dozen schools for student in statistics, economics, computer science and life sciences, challenging students to create real-world solutions using STEMbased principles and practices, innovative thinking and entrepreneurial skills. These programs serve as a launching pad for their STEM- and finance-based professional opportunities. We also launch outreach efforts through our Digital Labs in Arlington, VA, San Francisco and New York to share information with those interested in mobile development, technology, and innovation. What is your advice on using private-public partnerships to tackle our most pressing education challenges in STEM?

Everyone—our communities, our families, our citizens, our customers, and our businesses—have a huge stake in STEM education. STEM will be the backbone for future innovation and economic growth. Accelerating our journey to improve STEM education has some big challenges, but also big opportunities. Private businesses bring incredible know-how to the table about the application of STEM in the marketplace. Public institutions are driving policies, technologies, and research that will shape the evolution of STEM. Together, we can fashion coherent frameworks to encourage and reward advances in STEM education and make STEM a centerpiece of our agenda.■


Capital One Financial Corporation

Why do you believe STEM education and workforce development are critical to our nation’s future?

George S. Barrett Chairman and Chief Executive Officer Cardinal Health Cardinal Health is a global health services and products company that brings scaled solutions to help its customers thrive in a changing world. The company improves the costeffectiveness of health care through solutions that improve the efficiency of the supply chain; optimize the process and performance of healthcare; provide clinically proven, daily use medical products and pharmaceuticals; and connect patients, providers, payers, pharmacists and manufacturers for seamless care coordination and better patient management. A Fortune 50 company, Cardinal Health employs more than 36,000 people in 60 countries worldwide.

George S. Barrett is chairman and chief executive officer of Cardinal Health, a Fortune 50 global health services and products company that provides scaled solutions to help those tasked with navigating the complexities of healthcare thrive in a changing world. Barrett has focused Cardinal Health on its essential role to support hospitals, pharmacies and alternative sites of care in their efforts to improve the quality and safety of patient care, while reducing costs and improving efficiency. The tagline – Essential to care – embodies the company's strategy and the culture, which views its position in the evolving healthcare system as both a privilege and a responsibility. Barrett joined Cardinal Health in 2008 as vice chairman and CEO of the company's Healthcare Supply Chain Services segment, where he was responsible for all of the company's supply chain businesses, including pharmaceutical distribution, medical/surgical distribution, nuclear pharmacy services, Presource® surgical kitting services and the

65


Medicine Shoppe International, Inc. retail pharmacy franchise operations. From 2005 through 2007, Barrett served as president and CEO of Teva Pharmaceutical Industries in North America and as corporate executive vice president for Global Pharmaceutical Markets. He held the position of president of Teva USA from 1999 to 2004. Prior to joining Teva, Barrett held various positions with Alpharma Inc., serving as president of US Pharmaceuticals from 1994 to 1997, and president of NMC Laboratories, prior to its acquisition by Alpharma in 1990. Barrett serves on the board of directors of the Federal Reserve Bank of Cleveland, Nationwide Children’s Hospital and the board of trustees of the Corporation of Brown University. He is a member of the Healthcare Leadership Council and The Conference Board. He is also a member of the Business Roundtable, The Business Council and The Columbus Partnership. Barrett also serves on the board of directors of the Rock and Roll Hall of Fame.


This is truly a global market in a technologicallydriven world that is changing at light speed – the likes of which has never been seen before. And, the competition is getting tougher by the day. Countries are vying for the most talented people who can help them be competitive not only in the work place, but to contribute to the broader economy and their communities, as well. To compete successfully, our country must provide a well-rounded education that is deep-seated in STEM, yes, but also includes language arts, history, athletics and the arts. How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?

It all begins with family. Our children need our support and encouragement every step of the way, helping them to reach their potential and achieve their dreams. It also takes highly skilled, dedicated and inspirational teachers of STEM subjects to continually encourage and motivate our children. In our notso-distant past, STEM subjects were typically geared toward boys – not anymore. We need to assure all students can contribute in a meaningful way, which means women and minorities must have an equal opportunity to learn, grow and succeed in these high-demand areas. They just need the resources, encouragement and vision to see them through. At Cardinal Health, we do many things to encourage women and minorities, including our Employee Resource Groups (ERGs) that are focused on workforce development. Some of these groups include the African American ERG, Hispanic Americans, Disability Advocates, Veterans and a Women’s Initiative Network. What do corporations need to do to create more STEM careers and fill existing jobs?

Corporations can play a critical role to extend learning in the classroom by partnering with schools to offer mentorships and/or internships. At Cardinal Health, we offer mentorships, internships in functional areas (including IT, finance, accounting and treasury), leadership development programs and a Women in Pharmacy initiative. While women make up two-thirds of applicants to pharmacy schools and more than 60 percent of graduates, they represent only a fraction of community pharmacy owners in the U.S. Meanwhile, a growing population of male independent pharmacy owners is reaching retirement age. The goal of the Women in Pharmacy initiative is to engage and educate women on the benefits of ownership in the retail independent space.


Of course, learning is a lifelong process. At Cardinal Health, we offer Continuing Education (CE) classes for pharmacists and other health professionals through conferences and workshops at regional and national meetings. What do we need in the U.S. to continue to be at the top of global innovation?

To be at the top of global innovation, we need to start early in our children’s lives by assuring highquality early learning experiences are available for all, by supporting parents in their critical role as the child’s first teacher, and by providing life experiences for students through mentoring and internships. In addition, corporations can do their part by inspiring innovation in their employees. We do that in many different ways at Cardinal Health, but one new initiative offers cash prizes for the top five innovative ideas presented to our leaders. Not only is this a fun experience for all involved, but selected employees gain recognition for their ideas, earn cash, and one grand prize winner sees his/her idea become a reality for Cardinal Health – ultimately benefitting our bottom line, helping us become more competitive in the marketplace and making us more attractive to potential recruits. What is your advice on using private-public partnerships to tackle our most pressing education challenges in STEM?

There is an extremely pressing challenge in STEM education and education in general in Columbus – the home of Cardinal Health corporate headquarters. Because many of our children are not acquiring the skills they need to succeed in school, in college or work, George Barrett is co-leading the mayor’s Columbus Education Commission’s efforts to help Columbus City school children succeed. The goal of this new public-private partnership is to ensure Columbus City Schools provide the best education from preschool through career and 1. Enable all of our children to succeed in the city’s vibrant, growing economy. 2. Make Columbus a global leader in developing the highly-skilled, creative, entrepreneurial workforce that will propel economic growth in the 21st Century. 3. Leverage the resourcefulness of our entire community to meet these goals. By bringing together educators, government, corporations, parents and the community to look at all aspects of education, together we will assure better student outcomes.■


Cardinal Health

How do you believe STEM education can improve a nation's competitiveness?

David MacLennan

President and Chief Executive Officer Cargill Cargill is a privately held, family-owned company providing food, agricultural, financial and industrial products and services to the world. Its 143,000 global employees are committed to feeding people in a responsible way, and helping its customers thrive. Innovation and STEM talent play a big part in this. Whether it is developing healthier and better-for-you ingredients, tailoring foods for local tastes, using starches and other foodstuffs as petrochemical replacements in packaging and industrial materials, using data to better understand crop management and markets, managing its worldwide supply chains responsibly and sustainably, or developing processes that reduce costs and create value, talented science, IT and engineering professionals are essential to Cargill’s success. Cargill is committed to operating responsibly as it pursues its goal of being the global leader in nourishing people, and in 2013 contributed $69 million to combat world hunger, promote sustainable agricultural practices, and support STEM education.

David W. MacLennan became president and chief executive officer of Cargill in 2013 and was elected to the Cargill Board of Directors in 2008. He was chief financial officer from 2008 to 2011 and chief operating officer from 2011 to 2013. Joining Cargill in 1991, he has held management positions within Cargill’s financial, risk management, energy, and animal protein businesses, living in both London and Geneva. Prior to joining Cargill, he worked in the futures and securities trading sector in Chicago and for U.S. Bancorp Piper Jaffray in Minneapolis.

67


Outside of Cargill, MacLennan serves on the boards of C.H. Robinson Worldwide and the Greater Minneapolis St. Paul Regional Economic Development Partnership. He is also the former chair of College Possible, a nonprofit focused on making college admission and success possible for low-income students. He holds a bachelor’s degree from Amherst College and an MBA from the University of Chicago.


Some years ago, there was a campaign to support manufacturing and it had the tagline: “America won’t make it without manufacturing.” The reality is that in today’s world we will not make it without innovation and that innovation is dependent on increasing the number of highly qualified STEM graduates. To achieve that aim, we have some ways to go. The 2013 ACT The Condition College & Career Readiness report showed that of all ACT-tested high school graduates only 44% showed readiness for mathematics at the college level and only 36% showed readiness for science. That is why Cargill is committing resources to improve math and science readiness, and working with universities to make sure their STEM graduates are world class. With the aim of feeding 9 billion people by 2050 with accessible, affordable and nutritious food and doing so responsibly with as little impact on the environment as possible, we need people with technical skills who think creatively and are exceptional problem solvers. How has your corporation coordinated investments in education with future workforce needs?

Cargill is actively involved in efforts with university systems to better align their programming with future workforce needs and that encourage talented students to enter these fields. Cargill has invested significantly in STEM education through its philanthropic agenda. The idea is to build a better workforce pipeline, rather than simply compete for a diminishing pool of candidates. What is clear to us is that we need people with superior technical talent – IT professionals, engineers and research scientists – to help our customers thrive. How does STEM leadership and with it Diversity focus help your company compete?

We believe inclusion and diversity are a source of great strength for our company and the global community. Given our operations in 67 countries and given people’s changing tastes across many countries and cultures, inclusion and diversity are absolutely essential to our business success. We need employees who are sensitive to the world of our customer’s consumers and we need people who think in different ways and can easily share different perspectives. Ultimately this makes us more innovative and more nimble in adapting to changes in the marketplace. What is the STEM initiative that your company has supported that you are most proud?

Cargill has supported many programs in the K-12 grades to help create the pipeline of students and


workforce in STEM fields. I am most proud of Cargill’s multiple partnerships to roll out STEM curricula in those grades. Starting early is important if we are to inspire and motivate young people to pursue future study and careers in STEM. For example, we support of the Engineering is Elementary (EiE) program created by the Museum of Science in Boston to introduce engineering and technological concepts and career paths to children in grades 1 through 5. The story book based curriculum covers all facets of engineering – environmental, mechanical, civil, industrial, acoustical, agricultural bioengineering, electrical, chemical, geotechnical aerospace and oceanic – and the stories are begin with a child faced with an engineering dilemma. Cargill has contributed millions to the EiE initiative, which is currently used in all 50 states and nearly 3,000 schools. A 2010 study of program showed that EIE students were significantly more likely to want to be engineers and significantly more likely to say science and engineering make “people’s lives better”. In addition, Cargill partners with Project Lead the Way (PLTW), which is focused on bringing STEM education to middle and high school students. Cargill supports PLTW’s Gateway to Technology© program, which provides an engineering-focused curriculum to middle school students, and the Pathway to Engineering© program, a four-year high school program taught in conjunction with college preparatory mathematics and science courses that gives students hands-on knowledge of engineering concepts, design and problem-solving. A study of its program shows that PLTW alumni are: five times more likely to graduate from college with a STEM degree than students who do not participate in the program, have higher GPAs than their peers in their freshman year of college, and have higher college retention rates. Cargill and the National 4-H Council have co-created 4-H Science, Engineering and Technology (SET) Clubs, a comprehensive science program engaging more than 600 local youth and Cargill employees in Indiana, Iowa, Kansas, Missouri and Nebraska. In the first year of the partnership, 22 4-H SET clubs were implemented in the five grantee states. From summer food science camps in Kansas to robotics clubs in Missouri and Iowa, these new initiatives have reached more than 628 youth and 118 volunteers. Other types of activities in the 4-H SET Clubs include experiments, hands-on activities, problem-solving and demonstrations. These programs and others like them, which bring the excitement of STEM learning alive and introduce STEM career possibilities to America’s schoolchildren, are vital to building the pipeline of our nation’s next generation of STEM leaders. ■


Cargill

Why is STEM Education/workforce development critical to the future of our Nation?

Michael E. Hansen Chief Executive Officer Cengage Learning Cengage Learning is a global education company that advances the way students learn through engagement, empowerment and discovery. With a focus on technology, the company works to develop new ways to collaborate, inspire and improve learning through its digital platforms. Headquartered in Boston, MA with an office hub in San Francisco, Cengage Learning has 5,000 employees in nearly forty countries and company sales in more than 125 countries around the world. Over the past three years, Cengage has evolved from a highly regarded education publisher into a leading learning technology company with an innovative approach to students and the learning process. The company focuses on deeply understanding the needs of students – how they work and learn – to deliver personalized education experiences that engage and prime them for success.

Michael E. Hansen became Chief Executive Officer of Cengage Learning in September of 2012 and he oversees all aspects of the global business. Mr. Hansen is focused on the transition the publishing industry is making from print to digital and the development of new learning tools and programs that use technology to foster greater student achievement and success.He has deep experience in equipping organizations with the structure necessary to support these transitions. As a thought leader in the information services sector, Mr. Hansen has an extensive track record in developing successful business models and culture. In the four years prior to joining Cengage Learning, he served as CEO of Elsevier Health Sciences, a division of Reed Elsevier. During his tenure, he developed and implemented a successful print-to-digital transition and accelerated new electronic

69


product development. Prior to Elsevier Health Sciences, Mr. Hansen served as President and CEO of Harcourt Assessment which was then the education arm of Reed Elsevier. Early in his career, Mr. Hansen was Executive Vice President of Operational Excellence at Bertelsmann, a $20B global media company. Mr. Hansen spent the first 11 years of his career with the Boston Consulting Group in New York, ultimately becoming Partner and Co-Chairman of the e-Business and Media Practice. In addition, Mr. Hansen is currently a Board Member of the American Institute for Contemporary German Studies (AICGS). Mr. Hansen holds a Master of Law degree from the University of Bonn in Germany and an MBA from Columbia University in New York.


college readiness in the US, MindTap Math Foundations is a new approach to developmental math that was designed with input from nearly 1,000 students.

We spend a lot of time with students – to understand how they live and how they like to learn. Similarly, we work closely with instructors to incorporate their valuable feedback in our products. Specific to areas of STEM, we’ve learned some interesting things. For instance, when asked, 76% of students told us that they find math difficult. 86% of instructors believe students struggle with critical-thinking skills and study habits, areas that are so important in STEM fields. The good news is, 96% of students also want good grades and want to be well-prepared. We can help with this.

While foundational math skills are especially important to successful career paths in STEM, a staggering number of students who enroll in remedial math do not complete the course. MindTap Math Foundations was designed to help increase student success by guiding students through the curriculum in a way that easily fits into their daily lives. Unique features within MindTap Math Foundations draw students into the content with problem solving activities and critical thinking opportunities – skills necessary for careers in STEM. The product’s mobile design meets students where they are making learning more manageable for students’ hectic schedules. The solution includes new ways of learning, including short, 15-minute learning bursts to take advantage of downtime and gaming activity that helps students strengthen their critical thinking skills. We are very excited about the launch MindTap Math Foundations and believe it will be a game-changing approach to developmental education.

Innovation and Technology

Technology is not the answer to all education challenges, but rather, I look at technology as an enabler for innovation. Technology, for the first time, makes the learning experience truly transparent so we can actually see how students learn. Understanding the way students learn is crucial and through the power of technology, we can design and customize educational approaches to help students achieve their full potential. The U.S. Bureau of Labor Statistics projects that STEM employment will increase by more than one million jobs between 2012 and 2022. As a result of this job growth, Cengage Learning is working to ensure student access to the right skills and training so they can be competitive in these fields. MindTap, Cengage Learning’s flagship digital learning solution, serves as one of our greatest examples of the positive impact customizable, student-centric learning tools can have on student success. Offered in more than 650 courses including those spanning STEM disciplines, MindTap, provides students with access to a combination of reading, multimedia, activities and assessments, in ways designed to increase engagement and maximize understanding and retention. Through a customizable learning path, students in the fields of STEM benefit from MindTap’s flexibility which allows instructors to apply a realworld context to coursework and content. Integrating reading, homework, quizzing, and multi-media assets, MindTap increases student comprehension and retention while analytics and time management tools keep students engaged and motivated. Ongoing Investment in STEM-Related Education Solutions

Building on the proven success of MindTap, this spring Cengage Learning is rolling out MindTap Math Foundations, one of our largest efforts to-date for closing the gap in STEM education. The first in a new product suite designed to tackle the ongoing challenge of


Throughout the product development process, we have been working directly with students and instructors to understand firsthand the greatest impediments to student success in the fields of STEM. Through this research, we made some surprising discoveries about students’ pain points, including the disconnect between instructors’ expectations and students’ experiences.

In addition to new product development and investments in STEM-related solutions, Cengage Learning is forging partnerships to expand on our capabilities to support STEM fields. For example, we recently announced a partnership with San Franciscobased edtech company Codevolve to provide students with hands-on practice writing and running code. This collaboration brings computer science and programming instruction to students that is designed to prepare them for success in the workplace. Moreover, Codevolve seamlessly integrates into MindTap providing students with a tailored learning experience that features hands-on practice and troubleshooting support to maximize engagement. For the computing space, we are working closely with Microsoft to integrate live Office products into our MindTap solution – which has not been done before in traditional higher education courses. This ensures that students entering the workforce in fields using Office products are adequately prepared, having experience using the exact programs that they will use in their jobs. Our culture at Cengage Learning promotes the values of engagement, empowerment and discovery both within and outside our company walls – all values that are echoed throughout STEM fields. We are committed to supporting the growth of STEM here in the United States through our work with today’s students. We will continue our focus on innovation to ready the next generation of the workforce to excel in STEM fields using the highest quality learning materials.■


Cengage Learning

Cengage Learning is a global education technology company with a mission to develop new ways to collaborate, inspire and improve learning. Over the past few years, Cengage Learning has been undergoing a transformation moving us from a highly regarded education publisher to a leading learning technology company with a focus on the student. Putting students at the center of learning, we focus on providing bestin-class digital products that align with what students and faculty customers want and believe will best enable success.

Jacqueline Hinman President and Chief Executive Officer CH2M CH2M is the leading professional services firm delivering sustainable solutions for the world’s most complex challenges. With revenues of more than US$5 billion and 25,000 employees, CH2M people make a positive difference in the world, providing consulting, design, engineering, project management and delivery of vital infrastructure and resources to public- and private-sector clients across diverse industries. The firm and its foundation provide professional expertise, volunteerism and financial resources supporting STEM education and development at elementary, secondary and post-secondary levels to equip current and future leaders to address global resource challenges. CH2M consistently ranks among Ethisphere’s World’s Most Ethical Companies; among Engineering News-Record top-ranked firms in engineering, environmental consulting and program management; and among Verdantix leaders in sustainable engineering. In 2015, the firm received the Stockholm International Water Institute’s highest Industry Water Award for pioneering water conservation and reuse technologies.

With more than 30 years of experience in the engineering and construction industry, Jacqueline Hinman serves as President and Chief Executive Officer of CH2M, a Fortune 500 company recognized as a global leader in consulting, full-service engineering, construction, procurement, program management and operations for public and private clients. Ms. Hinman’s goals for the firm are market leadership, balanced growth and client stewardship. To achieve these goals, she has prioritized safety, quality, sustainability, technology, diversity, positive employee engagement and the highest standards of ethical behavior as drivers for CH2M’s success. Prior to assuming the role of CEO, Ms. Hinman led the firm’s international division and major programs group, which included the delivery of large engineering,construction and operations programs worldwide,including the London 2012 Olympic and Paralympic Games, the Panama Canal Expansion and the MASDAR sustainable city in Abu Dhabi. During this time, Ms. Hinman

71


was also responsible for overseeing the firm’s acquisitive growth strategies worldwide and for completing the acquisition of Halcrow Group, a UK-headquartered engineering firm with US$1 billion in annual revenue. Ms. Hinman has lent her expertise to the Advisory Board of Catalyst Europe and the Metro Denver Sports Commission. She is an active member of the World Economic Forum Global Advisory Council on Infrastructure. She was the first recipient of the Women Leading Change award from WorldDenver and in 2014 participated in a Clinton Global Initiative panel discussion on America’s competiveness. She is a strong advocate for advancing the STEM pipeline and infrastructure development. Ms. Hinman has a bachelor's degree in civil engineering from Pennsylvania State University. She is a registered professional engineer and is accredited under the U.S. Green Building Council's Leadership in Energy and Environmental Design (LEED) program.


Allowing students to apply the theories and principles learned in the classroom on practical tasks and real-world projects while working alongside the professionals they aspire to become is the best insight a student can gain as they make choices about their future. CH2M has a robust internship program and in the UK, we offer a Civil Engineering apprenticeship where our apprentices work 4 days a week and attend college for 1 day a week. We also believe it is important to showcase the full breadth of the industry and the skills required to succeed in the business world, so while project work is at the nexus of our programs we enhance that by providing apprentice and interns with opportunities to hear from senior leaders about their career paths, develop soft skills through workshops, and expand their networking, presentation, and goal-setting skills. They work with a buddy to provide that in-depth look at their discipline while also working collaboratively with other young professionals on projects to encourage team building and problem solving. By guiding, advising and coaching talent interested in STEM fields, we have the incredible opportunity to develop and strengthen the future leaders not only of our organization but of the larger engineering and STEM fields. Are you a mentor, and what is your view of mentorship? Did someone mentor you?

I am a strong advocate for mentoring. I am the proud CEO of a FORTUNE 500 company because differential investment was made in my career, I was guided by a diverse group of mentors, given stretch opportunities, and provided forums to strengthen my skills. Even in my current role I continue to pay it forward by mentoring women both inside and outside of my company. I support internal mentoring programs through our HR department and employee network groups and encourage my employees’


participation in professional associations. My approach to mentoring is what I call building my own personal Board of Directors, seeking mentorship from a diversity of perspectives and experience levels. Seek out mentors not just in the position you aspire to reach but also peers, and those earlier in their career journeys as well as mentors both inside and outside your industry. What is your advice to those involved in promoting STEM education?

Focus on the big picture, illustrate the opportunity and impact, and make it fun. By focusing on the impact that STEM professionals make in our world, rather than on what skills must be acquired or prerequisite classes to take, we can inspire students—particularly young women—to explore these career paths. Engineers often don’t get the credit for one of the largest strides in public health but it was the development of the sewer system that helped to curb the spread of the bubonic plague while the design of the Federal Highway system spurred the U.S. economy and American connectivity in new ways, so put that way civil engineering is a pretty cool job. Our world is facing both unprecedented challenges and opportunities, the students studying STEM today are going to be the leaders and innovators who turn these challenges into opportunities laying the foundation for human progress for generations to come. A career in STEM can be game-changing, while at the same time providing variety, fulfillment and a top paycheck. STEM programs need to provide students with opportunities to collaborate and implement creative problem solving,which at the highest level is what STEM does—it’s not about analyzing formulas, crunching numbers, or developing complex code, rather those are the tools that students will utilize to break out of the box and identify the winning solution.■


CH2M

How can we leverage mentorships and apprenticeships to build and strengthen the STEM pipeline?

Michele Kang Chief Executive Officer Cognosante At Cognosante we are working together to transform the American healthcare system. We are passionate about this mission, and we take great pride in the work that we do to achieve it. We provide technology solutions, Business Process Outsourcing, and consulting services to federal, state and local government healthcare agencies. With deep expertise in areas including health insurance marketplaces, healthcare standards, informatics and Medicaid enterprise systems, we apply an innovative, integrated approach to solving the challenges of health reform. As an IT solutions provider, we understand just how critical STEM initiatives are to ensuring a healthy IT industry now and in the future. Recognizing that our success as a company begins with and endures because of the talent of our employees, we work to foster an environment that embraces diversity, builds camaraderie and rewards curiosity, drive, and expert knowledge of the leading and latest trends in health IT.

A visionary in the field of health information technology, Michele Kang founded Cognosante in 2008 to address a critical gap she had identified in the health IT market—the need for a smart, nimble company, unencumbered by legacy systems and unafraid to challenge accepted wisdom. Under her leadership, Cognosante has emerged as one of the most trusted partners to Federal and state health agencies, growing significantly year over year. One of the inaugural members of 100 Women Leaders in Science, Technology, Engineering, and Math (STEM), Michele was honored as 2015 EY Entrepreneur Of The Year® for the Washington, DC, region, then went on to win the national award for the Services category. Also in November 2015, Michele was named Executive of the Year among contracting organizations with revenues of $75 million to $300 million during the 13th Annual Greater Washington Government Contractor Awards™. In 2012, she received Mosaic Woman Trailblazer Award by Diversity

73


Woman in recognition of her outstanding accomplishments and leadership in business. Michele created the Cognosante Foundation in 2012 to spread the benefits of Cognosante’s growth and success to a number of deserving causes. The Foundation’s focus is to help young people, the underprivileged, and veterans who have fallen on hard times to develop critical skills and competencies to become productive contributors to society while having fulfilling professional careers for themselves. Prior to founding Cognosante, Michele served as vice president and general manager of Northrop Grumman’s Health Solutions, where she built a health business that provided mission-critical, enterprise-wide health applications, interoperable architecture, and large-scale systems integration and engineering to leading health organizations. Michele received a Bachelor's degree in Economics from the University of Chicago and a Master's degree in Public and Private Management from the Yale School of Management. © 2©021061S2T ES M T EcMocnonnencet c o tr ® o rA ™l lARl li gRhi gt sh tRseRs e rs veer vde d

First: Trust your Gut.

Without a doubt, the most important advice I can offer any professional - female or male - is to trust your gut and follow your passion and instinct. Growing up in South Korea, I knew I had a deep aptitude for math and economics, and I believed I had the ability to lead. Yet even though I was at the top of my class, I was told the best I could hope for was to be hired as the assistant to a CEO. Moving to the US to pursue my goals was not an easy decision, but I made it because I trusted my passion and instincts. It wasn’t just my aptitude for math that drove me – it was my belief that being a woman wasn’t a sufficient reason not to put that aptitude to work in the business world. Trusting that instinct brought me to the University of Chicago, and later Yale School of Management – two places where those math skills came in very handy. I left Northrup Grumman to start Cognosante in the summer of 2008. Shortly thereafter, the economic downturn brought with it tremendous unanticipated challenges. Yet despite the rapid shift in economic climate and the associated challenges raising capital, I persevered because I trusted my vision. I knew I was making a sound bet – that Medicaid would be the center of gravity for healthcare transformation – and as a result, Cognosante was well-positioned to take advantage of market trends when the Affordable Care Act passed. Next: Innovate not just in thought, but in action

Innovation has become a buzzword over the past decade – we often get so focused on “innovating” as a concept that we miss the opportunity to innovate in action. I started Cognosante because I recognized that doing things “the way they’ve always been done” wasn’t working – and further, that the market would eventually demand a solution that did. I knew that the innovative application of information technology was the key. Cognosante offers both solutions and services, but at our core we are an information technology company – and we are committed to using our subject matter expertise to drive the way technology is used in the healthcare system. To institutionalize our culture of innovation, we established the Cognosante Solutions Lab in early 2015. The Lab’s charter is to develop new, innovative approaches that enable public health programs to economically, efficiently support and manage the rapidly changing healthcare landscape – both today and tomorrow. Through relentless, disciplined experimentation, the Lab rapidly pilots and launches new solutions.


Complementing our own development efforts, Cognosante is also committed to building an “Innovation Ecosystem” consisting of investments in and partnerships with emerging companies that are building innovative, promising solutions in health IT. Then: Institutionalize a STEM ecosystem

As the founder and CEO of a technology-focused company, I see great opportunity in creating an environment for our employees that fosters success and rewards curiosity and innovation. Our employees know that we are committed to transforming our nation’s healthcare system, and that they each have a role in moving us closer to that goal. We have launched initiatives like a tuition reimbursement program for furthering education, the Cognosante Career Model to provide development and advancement opportunities, and the Cognosante Academy, which offers thousands of educational modules for self-directed professional development. We ask that our employees bring passion to what they do and take great pride in how they do it – and in return, we are committed to providing them with resources and opportunities to learn, grow, and innovate in a key STEM field. Finally: Once you succeed, help others do the same

In 2012, I created the Cognosante Foundation to spread the benefits of Cognosante’s success to a number of deserving causes. While our focus is not limited to just STEM initiatives, a very strong, robust STEM theme runs through our efforts. Our first initiative was, in fact, to support Million Women Mentors (WMW), and we initiated a mentorship program, which encourages Cognosante employee participation in MWM-related activities for mentoring and tutoring. Another major Foundation effort is with Young Invincibles (YI), a national millennial research and advocacy group. Last summer, YI and the Foundation jointly launched a fellowship program to provide primarily first-generation college students the opportunity to develop leadership skills, explore public policy issues, and expand professional networks ahead of graduation. The young women and men selected for the program joined the Cognosante team for our leadership summit in Baltimore last spring, interacting with our executive team and getting a taste of what it’s like to be involved in an organization devoted to technology and healthcare. This year, we’ve expanded the program to an even greater number of students. Their enthusiasm, intellect, and curiosity are proof to me that the drive for and desire for STEM careers exists within the next generation – but it is up to us as leaders to provide opportunities like these – and like those above – to truly channel that drive. ■


Cognosante

As an entrepreneur and CEO in a STEM field, the most frequently asked questions I receive tend to revolve around a few themes: how did you get where you are, what would you tell other women striving to succeed in a STEM field, and how are you contributing to the STEM ecosystem? The questions are different, but the answers share very common threads.

Brian L. Roberts Chief Executive Officer Comcast Comcast Corporation (Nasdaq: CMCSA) is a global media and technology company with two primary businesses, Comcast Cable and NBCUniversal. Comcast Cable is one of the nation's largest video, high-speed Internet and phone providers to residential customers under the XFINITY brand and also provides these services to businesses. NBCUniversal operates news, entertainment and sports cable networks, the NBC and Telemundo broadcast networks, television production operations, television station groups, Universal Pictures and Universal Parks and Resorts. Visit www.comcastcorporation.com for more information.

Brian L. Roberts is Chairman and CEO of Comcast Corporation. Under his leadership, Comcast has grown into a global Fortune 50 company uniquely positioned at the intersection of media and technology with two primary businesses, Comcast Cable and NBCUniversal. Brian has worked at Comcast since graduating from The Wharton School of the University of Pennsylvania. He was named President of Comcast Corporation in 1990 when the company had $657 million in annual revenue. Comcast Corporation’s annual revenue has since grown to $74.5 billion. Brian has won numerous business and industry honors for his leadership. Most recently, he was recognized by Barron’s as one of the world’s 30 best CEOs, named “Businessperson of the Year” by Fortune magazine and named one of America’s top CEOs by Institutional Investor magazine for the ninth time. Brian is the recipient of the Ambassador for Humanity

75


Award from the USC Shoah Foundation Institute for his visionary leadership and philanthropic work in education and technology. He also received the Humanitarian Award from the Simon Wiesenthal Center. Brian is a member of the Business Roundtable and also served on the President’s Council on Jobs and Competitiveness. He is a member of the Board of Directors of the National Cable & Telecommunications Association (NCTA), where he served as Chairman for two consecutive terms. Brian is also Director Emeritus of CableLabs, the research and development consortium for the cable industry, where he served three terms as Chairman. An All-American in squash, Brian competed five times in the Maccabiah Games in Israel. He and his wife, Aileen, live in Philadelphia.


Math and science are the foundation of innovation, which is fundamental to the growth of so many companies, including Comcast. We are innovating at a pace that is faster than ever before and need a workforce that can deliver next-generation technologies. Engaging students in STEM fields has become a national priority, as forecasts project the need for millions more workers with STEM skills in the coming years. How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?

Exposing students from a very young age to the exciting career opportunities in STEM fields is crucial. At Comcast, we partner with community organizations, particularly ones that focus on diverse populations, to create meaningful opportunities for students, such as developing technical skills through hands-on internships, funding for tech programs in the community, and mentorship programs with our engineers, software developers, coders, and technologists. This is a long-term investment that can start as early as elementary school and encourage lifelong learning. What traits do corporate leaders need to effectively support and advance STEM education today?

Many of our STEM leaders had mentors that they credit for igniting their passion for technology fields. They are now excited to “pay it forward” and help the next generation. It all starts with making a commitment to support education in general, and then making STEM functions a focal point. It’s really about providing the resources needed to help create real opportunities for students to gain valuable hands-on skills that will help set them apart from their peers as they apply for college and eventually jobs. How has your corporation coordinated investments in education with future workforce needs?

We know that in today’s competitive marketplace, success comes from making significant investments in the future, which is why we offer technology internships where STEM students can work side-byside with our technologists on meaningful projects.


We’ve created a feeder system for STEM talent with experiences that can start as early as high school and continue through graduate school with the potential for employment after graduation. Comcast is currently expanding its vertical campus at our global headquarters in Philadelphia and building the Comcast Innovation and Technology Center. The Center will be filled with approximately 4,000 employees, including many technologists, engineers, software architects and others who will help shape the future of media and technology. We also have technology centers in Northern Virginia, Denver, Silicon Valley and through acquisition, internationally as well. I hope that many of the students we work with through our partnerships across the country will one day work with us to help drive our industry and the economy forward. Because we believe it is so important to build the technology workforce of tomorrow, and to ensure that kids have the tools to take advantage of the amazing high-tech careers that our industry is creating, STEM has been a key focus of our community investment. Key examples of that investment are reflected in our longstanding relationship with FIRST Robotics, and our national partnership with the Boys & Girls Clubs of America to create My.Future, a technology initiative designed to teach Club members about our digital world and ignite their passion for technology. What area of STEM are you most passionate about?

Engineering lies at the heart of so much of what Comcast does as a media and technology company, that it’s a tremendous focus for us. The products that our customers love, whether that’s our X1 Entertainment Operating System or our super-fast home Internet and WiFi, or new features on X1 like our integrated sports app or Kids Zone, have all been created by the innovative work on the part of our technologists. ■


Comcast

Why do you believe STEM education and workforce development is critical to our nation's future?

Michael J. Ward Chairman and Chief Executive Officer CSX Corporation CSX Corporation, together with its subsidiaries based in Jacksonville, Fla., is one of the nation's leading transportation suppliers. The company’s rail and intermodal businesses provide rail-based transportation services including traditional rail service and the transport of intermodal containers and trailers. Overall, the CSX Transportation network encompasses about 21,000 route miles of track in 23 states, the District of Columbia and the Canadian provinces of Ontario and Quebec. Our transportation network serves some of the largest population centers in the nation. Nearly two-thirds of Americans live within CSX’s service territory. CSX serves major markets in the eastern United States and has access to over 70 ocean, river and lake port terminals along the Atlantic and Gulf Coasts, the Mississippi River, the Great Lakes and the St. Lawrence Seaway. CSX moves a broad portfolio of products across the country in a way that minimizes the effect on the environment, takes traffic off an already congested highway system, and minimizes fuel consumption and transportation costs

Michael J. Ward is chairman and chief executive officer of CSX Corporation,one of the nation’s premier transportation and logistics companies. Over his 39-year career, Mr. Ward has headed CSX’s operations, coal sales and marketing, and finance departments. Under Mr. Ward’s leadership, the company continues to achieve record safety performance while providing vital services to customers and posting strong financial results for shareholders. The company’s commitment to safety and preparing its network for increasing freight demand is demonstrated by its planned 2016 capital investment of $2.4 billion and its long-term plan to invest approximately 16 to 17 percent of its revenues back into its core business to support growth. A native of Baltimore, Md., Mr. Ward’s commitment to personal philanthropy and corporate citizenship has been recognized with City Year’s prestigious Lifetime of Idealism Award. He earned a bachelor’s degree from the University of Maryland in 1972, and received a master’s degree in business administration from the Harvard Business School in 1976. Mr.

77


Ward is a member of the Board of Directors of the Association of American Railroads, and also serves on the boards of Ashland Inc., City Year, United Way of Northeast Florida, and Hubbard House. His other business affiliations include The Florida Council of 100 and The Business Roundtable. CSX, based in Jacksonville,Florida,is a premier transportation company. It provides rail, intermodal and railto-truck transload services and solutions to customers across a broad array of markets, including energy, industrial, construction, agricultural, and consumer products. For nearly 190 years, CSX has played a critical role in the nation's economic expansion and industrial development. Its network connects every major metropolitan area in the eastern United States, where nearly two-thirds of the nation's population resides. It also links more than 240 short-line railroads and more than 70 ocean, river and lake ports with major population centers and farming towns alike. More information about CSX Corporation and its subsidiaries is available at www.csx.com.


Yet our heavy and increasing reliance on technology has not created a commensurate desire among young people to study the disciplines essential to its development. As a consequence, our nation is facing a well-documented shortage of candidates to fill the growing number of science, technology, engineering and math (STEM) jobs. It’s tempting to place responsibility for solving this challenge on our education system, and, indeed, our schools and educators are on the front lines of the solution. But the truth is that all facets of our society, including corporate America, have a shared responsibility to close the “STEM gap” between the skills required in the contemporary workplace and the candidates who possess them. CSX has a unique historical perspective on this issue. From the founding of America’s first railroad, our industry has been solving major engineering and technology challenges in every era along the timeline of industrial development. The game-changing technologies and engineering breakthroughs of past generations were often awe-inspiring in scale, from steam locomotives to feats of infrastructure engineering. Today’s technological advances, by contrast, are often embedded on tiny computer chips and driven by invisible algorithms. They’re harder to see, and for most people, harder to comprehend. But that doesn’t make them any less exciting. Conveying that excitement to young people lies as much with the companies who will employ them as with the schools who will educate them. At CSX, our technology organization is attracting the next generation of job candidates by creating an inclusive work environment and making the connection between our IT systems and their benefits to railroad operations. We do that by sending our technology teams into the field to meet, observe and interact with the people using their systems. This practice, along with our company’s strong diversity programs, has contributed to CSX being named to IDG Computerworld’s list of the “100 Best Places to Work in IT” for the past three years. Taking that approach a step further, we can change the perceptions of our nation’s young people and excite their imagination by inspiring, engaging and demonstrating the tremendous value and potential of STEM careers. Business leaders have an obligation to provide clear and meaningful support of initiatives that introduce STEM subjects earlier and more


prominently in general curricula. We need to make STEM subjects — and creative ways of teaching them — as essential to a well-rounded education as English or history, rather than a specialized discipline available only to those who have innate abilities. We must also communicate more effectively that not every student needs to pursue a STEM-related field to benefit from a better understanding of STEM subjects. A good example at CSX is our employees who operate some of the most technologically advanced locomotives in the world. Our engineers don’t write the algorithms that instantaneously process terrain, speed, train length and weight data to reduce fuel consumption and support safe operations. But a basic understanding of such a system enables them to work effectively as a partner in the humanmachine interface. Our instructors at the CSX Railroad Education and Development Institute have found that applicants for jobs as train crew members, or for mechanical and rail maintenance positions, are much better prepared to succeed when they’re familiar with STEM disciplines. They may not require the same level of STEM skills as our analysts who use computer modeling to optimize network capacity, civil engineers who design tracks, or mechanical engineers who enhance locomotive and railcar designs. But by understanding, in a general way, the technology systems and force dynamics behind the equipment they operate, repair and maintain, all front-line employees are able to work more safely and maximize productivity. The potential benefits of improved STEM education extend far beyond the workplace. Improving our citizens’ familiarity with probabilities and statistics, for example, would enable us as an informed society to make better decisions about how to allocate tax dollars to deliver greater rewards in areas ranging from transportation safety and homeland security to healthcare and environmental protection. We live in an increasingly complex world, and the amount of data available to us is exploding. But without providing our young people with an education that enables them to use data to better understand their world, our technological advances cannot deliver their full potential to improve the health, safety and financial security of our nation and its people. As we emphasize the need to enhance STEM education to fill technology jobs in the modern workforce, we cannot overlook the broader societal benefits of an increased emphasis on STEM subjects at all levels of the education system. Our nation’s STEM challenge, in addition to filling STEM-related jobs, is to create a STEM-literate society that is prepared to meet all the challenges of a technology-driven future. CSX is committed to being a leading partner in the solutions that will take us there.■


CSX Corporation

The benefits of science and technology have become so pervasive that we often barely notice them. In our business of moving freight, computers routinely tell us the status of shipments, the mechanical condition of our locomotives and rail cars, and help us move 1,200 trains a day safely and reliably across 21,000 miles of track.

Bradley Feldmann President and Chief Executive Officer Cubic Corporation Cubic Corporation designs, integrates and operates systems, products and services focused in the transportation, defense training and secure communications markets. As the parent company of two major business units, Cubic’s mission is to increase situational awareness and understanding for customers worldwide. Cubic Transportation Systems is a leading integrator of payment and information technology and services to create intelligent travel solutions for transportation authorities and operators. Cubic Global Defense is a leading provider of realistic combat training systems, secure communications and networking and highly specialized support services for military and security forces of the U.S. and allied nations.

Bradley H. Feldmann has served as president and chief executive officer of Cubic Corporation since July 2014. Feldmann was appointed to the board of directors in May 2014. Previously, he served as the president and chief operating officer from January 2013 until assuming his current position, and as the president of the companies comprising the Cubic Defense Systems segment from 2008 through March 2013. Prior to re-joining the company in 2008, Feldmann held senior leadership positions at OMNIPLEX World Services Corporation and ManTech International. He previously worked at Cubic Defense Systems from 1989 to 1999.

79


Feldmann is a graduate of the Stanford Executive Institute and holds a Master of Business Administration with honors from San Diego State University. He is also a distinguished graduate of the U.S. Air Force Academy with a Bachelor of Science in Electrical Engineering and a top graduate of the USAF Squadron Officer School. Feldmann is a Fellow of the National Association of Corporate Directors. He is also a member of the Aerospace Industries Association board of governors, and serves on the board of several organizations including the National Defense Industrial Association and UrbanLife.


Cubic Corporation, founded and headquartered in San Diego, CA, is a company well known for its innovation in the transportation and defense industries. Cubic Transportation Systems (CTS) is a leading integrator of payment and information technology and services for intelligent travel solutions; and Cubic Global Defense (CGD) is a leading provider of realistic combat training systems, secure communications and networking and highly specialized support services for military and security forces of the U.S. and allied nations. Both businesses are engaged in the design, development, integration and sustainment of high-technology systems, products and services for government and commercial customers worldwide. We began as an innovation company in 1951 and we continue to be an innovation company today. At Cubic we understand the importance of STEM and recognize the need to promote STEM-based learning to students at an early stage. To support these initiatives, Cubic and its subsidiary Intific developed a multitude of online games related to STEM to help attract America’s youth to the STEM subjects. Teaching physics to Kindergartners and promoting computer programming and robotics to middle school girls are few successful examples. Developing STEM educational activities relatable to these age groups is critical for not only the children, but also to global companies that will need employees who studied subjects in the hard sciences related to STEM. We need to lean forward and be creative with how we attract the brilliant minds of tomorrow to STEM disciplines to spark the nation’s competitiveness. In order to maintain Cubic’s competitiveness and to foster leading-edge innovations, we developed IdeaSpark – an internal innovation social system where our employees solicit and share ideas across the company. These ideas include the development of new products, improvements to current products or discovering solutions our customers need.

the next ‘make-it-real’ stage. This allows the idea to be provided with seed funding, researched and developed into prototype production, solution or service. Lastly, when all is complete, the idea is launched into an offered solution. Since the inception of IdeaSpark in 2014, over 245 ideas have been submitted, 136 catalogued, 106 advanced to the ‘make-it-real’ stage and three products/solutions launched. We at Cubic believe creativity and interaction between employees is important. It’s the reason we leverage 2-3% of our revenue into research and development. Cubic is also committed to co-developing with our customers. We observe for possible pain points and brainstorm potential solutions cooperatively with customers. We rank order these projects and make investments to a portfolio approach for short-term, long-term, incremental and game-changer products and services.Today, we have nearly 20 unique projects that are in the process of working to solve our customers’ pain points. We work on innovation projects using a phased, incremental approach to co-develop with our customers to ensure we are developing the most relevant solutions. Cubic is known for many great breakthroughs over the years, including inventing the ‘Top-gun’ training system, implementation of the first contactless-card ticketing system and the first ‘One-Account’ ticketing system using a smartphone. We are continuously working to increase the pace of breakthroughs for our customers through our innovation social system, IdeaSpark. Cubic is dedicated to encouraging and cultivating ideas and innovations, which start from a young age. It’s why Cubic interacts with hundreds of students, teachers and administrators who are hungry and excited for the opportunity to implement STEM technology and learning paradigms into their education curriculum. And it’s one of the many ways Cubic is global, innovative and trusted (our motto). Similarly, I believe that in order for the U.S. to be a top producer of innovation, we need to empower the youth of our country with the STEM sciences and recognize our workforce for their creativity. By making such efforts, we can maintain our competitiveness and provide better products and solutions that help make the world a better place.■

Employees are encouraged to participate and every week, a Tech Council reviews submitted ideas and chooses the best “IdeaSpark” to advance to



Cubic Corporation

According to statistics from the National Math + Science Initiative (NMSI), by 2009, over half of U.S. patents were awarded to non-U.S. companies because STEM shortcomings are forcing a hold on innovation. Seeing these kinds of statistics is not good when you manage a company that relies on cuttingedge products and solutions.

Tom Linebarger Chairman and Chief Executive Officer Cummins Inc. Cummins is a global Fortune 160 company that designs, manufactures, sells and services diesel engines and related technology around the world. Cummins serves its customers through its network of 600 company-owned and independent distributor facilities and more than 7,200 dealer locations in over 190 countries and territories. As a part of Cummins’ commitment to its company core values, including corporate responsibility, diversity and global involvement, Cummins invests in education and workforce development initiatives in communities around the world. Cummins actively engages engineers to create fun and meaningful activities to promote STEM initiatives. Cummins employees work with students as coaches of robotics teams, as hosts of STEM awareness nights at schools and during events to assemble engine models from LEGO® bricks. Cummins engineers use their interests and skills to inspire young minds to explore the world of STEM.

Tom Linebarger became Chairman and CEO of Cummins Inc., the largest independent maker of diesel engines and related products in the world, on January 1, 2012. Prior to becoming Chairman and CEO, he served as President and COO from 2008 to 2011, Executive Vice President and President, Power Generation Business from 2003 to 2008, Vice President and Chief Financial Officer from 2000 to 2003, and Vice President, Supply Chain Management from 1998 to 2000. Tom grew up in California and in 1986 received joint undergraduate degrees in management engineering from Claremont McKenna College and mechanical engineering from Stanford University. He later returned to Stanford University to earn an MS in manufacturing systems from the School of

81


Engineering and an MBA from the Graduate School of Business in 1993. Prior to joining Cummins, Tom was an investment analyst and investment manager at Prudential Investment Corporation where he lived in both Singapore and Hong Kong. While at Stanford, he worked at Cummins as an intern and spent his summer working on the manufacturing line at the Cummins Midrange Engine plant in Walesboro, Indiana. He liked the values, the people and the business challenges he found at Cummins and decided to join full time in February 1993. Tom has been on the board of directors of Harley Davidson since 2008, and is also a board member of Energy Systems Network.


Compelling global studies show that when one-third or more of a leadership team is female, innovation and problem-solving are significantly enhanced; resulting in better financial results and shareholder value. All leaders at Cummins have improved because of the influence and perspectives of capable women across the company; women like our chief technical officer, our chief administrative officer, our general counsel, the president of our components business, and the many women who work in our global engineering centers in the United States, China, India, Brazil, the United Kingdom and elsewhere. Our business is better when we have more gender diversity in all functions, all regions and all levels of the company. With nearly 10,000 engineers employed at Cummins, engineering is the heart of what we do. With a disproportionate number of men in the engineering field, we believe the voices and capabilities of technical women may be underrepresented. Women are only 20 percent of U.S. engineering undergraduates, and they account for an even smaller percentage of engineering students in other parts of the world. In 1991, we opened the Cummins College of Engineering in India in recognition of this problem, and since then, thousands of women have earned engineering degrees from the school, and many of the graduates now work for us. Cummins’ efforts to improve gender diversity in the engineering field through our Technical Women Initiative are imperative as we work to become the employer of choice and a leader enabling a diverse and highly inclusive technical workforce. Our team works to attract women to careers at Cummins, develop their skills, fulfill their potential and retain them in our workforce. Research indicates that a lack of career and personal development opportunities is a leading factor of job dissatisfaction among technical women. In 2007, women at Cummins started the Cummins Women in Technology conference to help to address this concern in our company. Conference attendees learn about and contribute to new technologies Cummins is developing,and they further their understanding of how innovation impacts our business. Based on feedback from attendees, this conference helps employees, male and female, technical and nontechnical.


The technical skills gap has created a two-sided economic problem in many of our communities around the globe. On one side, employers cannot find enough qualified people to fill critical technician roles, and, on the other, many young people cannot find good paying jobs. By helping people obtain indemand technical skills, we can expand employment opportunities and improve the quality of life in our communities. Our corporate responsibility initiative, Technical Education for Communities (TEC) is dedicated to closing the technical skills gap by providing a standardized platform to help our education partners develop curriculum, teacher training, career guidance and practical work experiences that students need. While TEC helps all people, it is changing the lives of women in some communities where technical fields previously have not been open to them. We currently have 14 TEC sites across Turkey, Morocco, Nigeria, India, China, Australia, Brazil, Peru and Saudi Arabia, and we are looking to expand, including our first site in the United States and projected new sites in Africa, India and Australia. The students participating in TEC come from diverse backgrounds and socioeconomic levels. To many, TEC is the catalyst they need to succeed in life. And for Cummins and other industrial partners, it is a source of graduates ready to enter our technician training programs. This initiative has made a major impact to the communities where our campuses are located. One of our students, Berfu Alev, at Ege University in Izmir, Turkey told us that she not only had the opportunity to gain important technical skills; she is also trying to engage with other students to change perceptions of what it means to work in a technical career for a female. Her TEC education experience has taught her to help other girls in the technical field, removing the outdated stigmas and stereotypes associated with a technical career and highlighting the state-of-the-art equipment, and modern and clean work environments that today’s professionals use and work in. Like many global businesses, Cummins understands that diversity, including gender diversity is critical to our success. We seek talented men as well as women in our technical areas. And we believe that the work we are doing to include more women is benefitting everyone who works at Cummins. It’s hard to say when we’ll reach the tipping point of gender balance, but I am confident that our work and the work of many others is leading to steady and significant progress in the right direction.■


Cummins Inc.

As a global company leading in the technologies that drive engine performance, fuel economy and emissions, we are deeply invested in how our products and our people power the world. We are committed to workforce readiness, career development, and how we can help more talented, energetic people prepare for engineering and technical careers. The strategies for engagement that have worked for our company and for our corporate responsibility programs are promising, but we have much more work to accomplish.

Scott Berkey Chief Executive Officer, SIMULIA Dassault Systèmes Dassault Systèmes, the 3DEXPERIENCE Company, provides business and people with virtual universes to imagine sustainable innovations. Its world-leading solutions transform the way products are designed, produced, and supported. Dassault Systèmes’ collaborative solutions foster social innovation, expanding possibilities for the virtual world to improve the real world. The group brings value to over 210, 000 customers of all sizes, in all industries, in more than 140 countries.

As the CEO for the SIMULIA brand of Dassault Systèmes, Scott Berkey is responsible for all aspects of strategy and global business operations. He also serves as a member of Dassault Systèmes' Global Executive Management team. Dassault Systèmes SIMULIA develops and delivers realistic simulation and design optimization software that is used to perform virtual tests, which enables leading universities, research organizations, and manufacturers to improve the quality, reliability, and safety of their products. Prior to becoming CEO, Scott was Vice President of SIMULIA Worldwide Sales Operations. Previously, he served as CEO of Axentis, Inc., which developed software for managing

83


enterprise governance, risk, and compliance. Scott served as President and CEO at Proficiency Ltd, a software company for product data integration and engineering collaboration, and he has also held executive-level positions at SDRC, including responsibilities for the Asia-Pacific region, Metaphase operations, and North American sales. Mr. Berkey has an extensive background in engineering technology and enterprise collaboration. He earned a Bachelor of Science degree in applied science from Miami University in Oxford, Ohio, and a MBA from Xavier University in Cincinnati, Ohio.


Competitiveness for a nation and organizations starts with having access to an educated and skilled workforce. By helping young students learn how to work together in teams, how to develop problemsolving skills, and how to use advanced technology for research, product design, and manufacturing, we will be preparing them to develop innovative ideas that enhance competitiveness. These educational opportunities are becoming timecritical, as our current baby-boomer workforce is rapidly entering retirement age. It will take all of us, working together, to ensure that we are providing hands-on experience and educational opportunities for our young people as early in their development as possible. If we gain the academic edge, we will achieve stronger competitiveness as a nation. What steps can be taken to develop the next generation workforce?

Kids are naturally drawn to things that buzz, beep, fly, and roll. So we have to start by reaching them as early as possible. By teaching them ‘how things work,’ during their earliest development phases of curiosity and learning, we will be able to inspire them to further their education with STEM-related activities. We also must break through the traditional barriers of gender and socio-economics. This means ensuring that girls are encouraged to get involved with STEM programs and bringing STEM activities to inner-city schools. We need mentors who are able to guide and support these students throughout their academic careers. In addition, in order to compete with the entertainment options available, we have to make these activities fun and rewarding through hands-on experiences that create that ‘ah-ha’ moment and helps them visualize how STEM education will create a better future for themselves and our world. How does Dassault Systèmes SIMULIA support STEM?

We continue to expand our support of STEM education through a wide range of community outreach, grants, and volunteering. We have created a STEM committee that reviews the opportunities, makes recommendations, and calls upon the skills and knowledge of our employees to volunteer their time in introducing students to STEM concepts and careers. In 2015, our SIMULIA brand funded and support five local projects including: Teachers at Dassault Systèmes, (TADS), Brown University’s SPIRA Engineering Camp, Inspiring Minds, Save the Bay, and the Providence after School Alliance. In addition, our employees volunteered to support an additional 14 STEM-related activities, such as GRRL Tech Workshop, Hour of Code, and STEM in the Middle. We also believe parents play a key role and need to be involved in guiding and supporting their children’s interests in STEM. To support this idea, we recently held a workshop in our offices for our employees to bring their children to participate in STEM learning projects. The program we are most proud of is “Teachers at


Dassault Systèmes” (TADS). We truly believe that to make STEM programs successful, we have to help our teachers be successful. We created TADS as a way to give teachers the opportunity to learn about new technologies, use design and engineering software, and create learning modules for their classroom. This helps them connect their classroom STEM subjects with real-world workplace skills. For example, in 2015 we provided a 6-week internship for two teachers from Mt. Pleasant High School, located in Providence, RI. The internship focused on engineering concepts, problem-solving & critical thinking skills. During the internship the teachers were able to develop course materials for their students that guide them through the process of designing and building a propeller-powered boat. The students work in teams and use software from Dassault Systèmes to design their boat and propeller, simulate its realistic performance, make changes to their design, build it, and race their boat against other teams. According to Donn Chu of the newly formed Cisco Academy at Mount Pleasant High School,“The value of using simulation in the classroom is summed up by the Chinese proverb,‘Tell me, I forget. Show me, I remember. Involve me, I understand.’ Instructional simulations engage students in ‘deep learning’ that empowers understanding as opposed to ‘surface learning’ that requires only memorization. Simulation works!” What is your advice to those involved in promoting STEM education?

It really helps to gain consensus within your organization on what you want to achieve. Then, nominate internal STEM leaders to develop and support your plan. This team can then reach out to your local community to identify needs and existing local, state, and federal resources. Once you have identified which projects you will support, you will be able to provide volunteer opportunities to your employees. I highly recommend providing a budget, no matter how small, to enable your teams to engage in supporting local organizations and STEM activities. Partnering with other local businesses can also amplify your contributions to reach a higher level of success. Once you have the basics in place, you can broaden your support from middle schools and high schools to primary schools and even look into opportunities to support undergraduate and graduate programs at local colleges. Ultimately, it all starts with motivated and inspirational leaders within our organizations. These people are not just top-level executives, but managers and individual contributors who have the passion to get involved and stay involved year after year. By empowering our employees to be STEM leaders, the impact we can have on building the next-generation, highly educated workforce will be much greater.■


Dassault Systèmes

How do you believe STEM education can improve a nation’s competitiveness?

Cathy Engelbert Chief Executive Officer Deloitte LLP Deloitte provides industry-leading audit, consulting, tax, and advisory services to many of the world’s most admired brands, including 80% of the Fortune 500. Deloitte professionals work across more than 20 industry sectors with one purpose: to deliver measurable, lasting results. Deloitte US along with the network of member firms known as Deloitte Touche Tohmatsu Limited comprise the largest global professional services network, serving clients in the markets that are most important to them.

Cathy Engelbert is CEO of Deloitte LLP, whose subsidiaries provide audit, tax, consulting, and advisory services. Cathy leads the largest professional services firm in the US and is responsible for over 70,000 professionals in nearly 90 US cities and India. Deloitte serves over 80 percent of the FORTUNE 500, producing measurable and enduring impact on behalf of our clients, people, communities, and society. Since 1986, Cathy has had a distinguished career serving large and complex global clients. She previously served as chairman and chief executive officer of Deloitte LLP’s audit subsidiary. She served on the Deloitte LLP Board of Directors and was a member of the Board’s Strategic Investment, Finance & Audit, Risk, and Regulatory & Government Relations Committees. She has also served as National Managing Partner – Regions for Deloitte & Touche LLP; Deputy National Professional Practice Director; and the Financial Accounting and Reporting Services Quality Risk Manager. Cathy is a past member of the Deloitte LLP Nominating Committee and Deloitte’s Board Council.

85


She has held partner roles serving several of the world’s leading life sciences and pharmaceutical companies and advises multinational companies on financial instrument accounting matters. Cathy has spoken to influential media including CNBC, Bloomberg, The Wall Street Journal, FOX Business Network and FORTUNE about key issues including global business trends, professional services and Deloitte’s growth strategy.Cathy also frequently discusses how to advance diversity and inclusion in corporate America with major news outlets, including The Washington Post. Cathy is the Chairman of the Center for Audit Quality Governing Board and is listed as one of FORTUNE’s 2015 Most Powerful Women and among Crain’s 50 Most Powerful Women in New York for 2015. She previously served as a member of the Financial Accounting Standards Advisory Council and was responsible for advising the Financial Accounting Standards Board on strategic issues, project priorities, and other matters that affect accounting standardsetting.


At Deloitte, we take this challenge as more than developing or applying the latest and greatest technology. Rather, it’s about creativity, and applying knowledge in new ways. It’s commitment to investing in the continuous education of our people through Deloitte University. It’s doubling our investment in innovation in the next three years so we can help companies shape next-generation capabilities and solutions.

Companies today are drowning in data and starving for insights. As the demand to quickly produce, analyze, and gain insights from more and more data rises, we are fundamentally changing the way both humans and machines work. Klaus Schwab of the World Economic Forum has dubbed this “The Fourth Industrial Revolution” in his book released in January 2016. We have a new symbiosis between human and machine—a world where natural and artificial intelligence work in tandem.

We know that STEM skills demand our investment and attention. Fluency in them is a prerequisite for success in our evolving marketplace. A majority of US high school students are uninterested or non-proficient in STEM subjects – 80 percent! And, of those who do pursue a bachelor’s degree in STEM fields, 48 percent drop out or switch to a non-STEM major.

In my own field, the world of professional services, we are already seeing the early effects. As automation and artificial intelligence reduce the need for manual data collection and other labor-intensive tasks, our professionals are asked to more critically evaluate diverse data and deliver more strategic insights. New tools help analyze entire populations of data to detect anomalies and errors. Cognitive technologies help us extract meaningful insights from unstructured information. And this is only the beginning. Over time, these developments will radically disrupt the how, what, and why of business. This reality is a call to companies to think boldly and pragmatically to solve complex problems.


Education is a critical component for helping to increase students’ interest in STEM. That’s why we sponsor organizations like Change the Equation, Reasoning Mind, and the Anita Borg Institute: Grace Hopper Celebration. They all focus on advancing STEM efforts. And we will continue to complement STEM education by investing in training and education of our people while promoting similar efforts in our communities. To help us remain competitive in a time of enormous innovation and technological growth, we should focus our efforts around a common narrative that grabs the attention of those interested in STEM education and capabilities. Data show that STEM job growth will continue. Business leaders, who are major beneficiaries of STEM-skilled workers, must be part of the conversation to empower the next generation of leaders!■


Deloitte LLP

As CEO of Deloitte, I am privileged to speak with executives at some of the world’s leading companies as well as regulators, researchers, academia and government officials. And one question I hear repeatedly is: how will we make sure our talent has the skills and analytical capabilities to help us thrive in a world that is changing more rapidly than ever before? At its heart, this question gets at a fundamental need for STEM competencies in a rapidly changing world.

Bill Goodwyn President and Chief Executive Officer Discovery Education Discovery Education is the global leader in standardsbased digital content for K-12 classrooms, transforming teaching and learning with award-winning digital textbooks, multimedia content, professional development, and the largest professional learning community of its kind. Serving 3 million educators and over 30 million students, Discovery Education’s services are in half of U.S. classrooms, over 40 percent of all primary schools in the UK, and more than 50 countries. Discovery Education partners with districts, states and like-minded organizations to captivate students, empower teachers,and transform classrooms with customized solutions that increase academic achievement. For over a decade, Discovery Education has provided school systems worldwide the professional development, digital services, project-based learning opportunities, and other resources and initiatives needed to build engaging STEM learning environments that encourage students to solve real-world problems while improving academic achievement. For more information on Discovery Education’s STEM services and initiatives, visit www.discoveryeducation.com/STEM.

A 27-year veteran of Discovery Communications, Bill Goodwyn is President and CEO of Discovery Education. As the leading provider of digital textbooks, curriculum-based digital content, and professional development, Discovery Education is transforming teaching and learning worldwide. Serving 3 million educators and over 30 million students, Discovery Education’s services are in half of U.S. classrooms, over 40 percent of all primary schools in the UK, and more than 50 countries. Under Goodwyn’s leadership, Discovery Education pioneered the development and implementation of digital textbooks. Designed to replace hardcopy textbooks as the primary resource for classroom instruction, Discovery Education’s engaging digital ‘Techbooks’ are among the first to be adopted in multiple U.S. states. Goodwyn also oversaw the development and launch of new services supporting school systems in building and sustaining a culture of STEM education through professional development initiatives, job-embedded instructional coaching, digital content, and community engagement.

87


Finally, Goodwyn launched the company’s efforts to forge strategic alliances with corporations, non-profits and foundations to support public education initiatives in the fields of STEM, sustainability, health, financial literacy, workforce readiness and more. Acknowledging his passion and commitment to excellence in education, EdTech Digest recognized Goodwyn with their prestigious Leadership Award. Under his stewardship, Discovery Education has been recognized with a number of industry honors, including awards from the Association of Educational Publishers, Software & Information Industry Association, Learning Magazine, and Tech & Learning Magazine. Discovery Education has also been named a finalist for the US Chamber of Commerce Foundation Citizenship Award for Best Corporate Standard and named by Fast Company as one of the 10 Most Innovative Companies in Education. This year, Goodwyn was honored by the American Association of Publishers PreK-12 Learning Group with the Visionary Award.


According to the Business Center for a College and Career Ready America, almost all of the 30 fastest growing occupations in the next decade will require at least some background in STEM. Yet, according to one report from the Brookings Institution, the number of U.S. companies reporting difficulty in filling positions because of a lack of STEM-related skills grew from 14 percent in 2010 to almost 40 percent only three years later. These two statistics underscore the importance of our collective efforts to improve STEM education across the U.S. We know that in order to compete in today’s global job market, students need to be critical thinkers, problem solvers, and lifelong learners possessing a strong foundational knowledge in STEM. Specifically, in the K-12 education space, our unique challenge is to encourage students’ natural curiosity and creativity while developing the STEM skills they’ll need for success in the workforce of the future. At Discovery Education, we believe that when students are engaged in STEM education with dynamic digital content and teachers are empowered with sustained, job-embedded professional development, an environment ready for STEM teaching and learning is created. Discovery Education is committed to helping our school district partners create the dynamic digital learning environments that promote and nurture a positive STEM culture, and the critical thinking skills essential to students’ college, career and citizenship readiness. Through blended models of professional development and digital curricular content, we provide educators strategies and support as they create positive learning environments that effectively engage today’s students, foster academic achievement, and lead to systemic change throughout the district. For over a decade, Discovery Education has provided school systems nationwide the professional development, digital content, and other dynamic resources to create the authentic and engaging learning environments conducive to improving STEM education across the country. Within these authentic learning environments, our Science and Math digital textbooks engage young men and women in real world projects with a STEM focus. In addition, within our supplemental service,


our STEM Connect resources make difficult concepts easy-to-understand and guide student’s interest in the STEM careers of today. Using these tools, educators challenge students to explore solutions to global warming, find alternative energy sources, and fend off the latest cyber-security threats. Likewise, digital content can be a potent tool for sharing potential STEM careers with students. Through resources like our interactive STEM Camp curriculum, which is provided at no-cost to summer camps, after-school learning opportunities and other educational programs, educators highlight positive role models making the latest scientific discoveries or mathematical breakthroughs. These exercises help breakdown negative stereotypes that exist and provide young people a first-hand look at some of the exciting STEM careers to which they can aspire. Understanding that classroom teachers need additional professional development to use these digital resources effectively in a classroom environment, Discovery Education has also developed and implemented a variety of professional development resources for educators. Through these resources, educators receive the content and pedagogy professional development needed to improve their practice in STEM. Finally, I am proud of Discovery Education’s many partnerships with Fortune 500 companies, non-profits, and foundations. Through these relationships, we’ve created additional, no-cost resources that help improve STEM teaching and learning. For example, we have partnered with 3M to build a dynamic project-based learning program to both promote and highlight STEM for learners. The Discovery Education 3M Young Scientist Challenge selects 10 national finalists to work with world-renowned 3M scientists in an exclusive summer mentorship program and go on to compete for the grand prize of $25,000 and the title of America’s Top Young Scientist. Finalists from this program have continued their work in the STEM field through acquiring patents for their innovations and pursuing careers in STEM areas. Together, Discovery Education and our partners in K-12 education and across the public and private sectors are working to build a nationwide culture of STEM that engages learners, supports their academic development, and meets the needs of the nation now and in the future. Thanks to the work of great organizations like STEMConnector, I believe a positive environment for STEM education is emerging nationwide. It is our duty collectively to seize this opportunity, and support educators as they work to prepare today’s students for the challenges of tomorrow.■


Discovery Education

I am a big believer in the idea that in any endeavor, a positive environment breeds success. I believe this concept is particularly applicable to STEM education, as STEM is not a set of resources or classes, but a culture of teaching and learning offering students opportunities to solve real-world problems while addressing literacy and mathematical standards. In today’s competitive global economy, it is critical for America’s future that we as a nation focus on improving STEM education.

James Dyson Founder and Chief Engineer Dyson Dyson has over 2,000 scientists and engineers specializing in diverse fields such as fluid, mechanical, electrical and software engineering, and even including a team of microbiologists. The company holds over 3,000 patents for more than 500 inventions, and nearly US $2.25 million is invested in R&D at Dyson each week. The first stages of R&D still take place, in Malmesbury, where Dyson’s incredible engineers continuously improve everyday objects including hand dryers, fans and lighting. In 2014, an investment plan was announced to inject US $391 million into a brand new technology campus, which will double the UK’s Dyson R&D capacity and create 3,000 new engineering jobs. In 2015 Dyson launched 17 new products in 5 categories and sold 10 million machines globally. Dyson is also continuing its support of the R&D landscape through partnerships with universities worldwide.

A rural upbringing in Norfolk amongst a family of academics and clergy might seem an unconventional route into engineering, but James Dyson showed an obstinate streak from the off. The sole volunteer to play the bassoon in the school orchestra, the long distance runner with the determination to do things differently. After graduating from the RCA, James was employed by local engineering company, Rotork, where he designed his first project, the Sea Truck; a high-speed landing craft. Working alongside Jeremy Fry, James adopted an Edisonian approach to design; making prototype after prototype until he got it just right. A wheelbarrow which sank in the mud and chipped paintwork was the inspiration for Ballbarrow, James next invention. Ballbarrow had a large inflatable ball instead of a wheel, which along with chunky feet, gave it stability. In 1979, James became frustrated with his then top of the range vacuum cleaner as it

89


clogged and lost suction. During a chance visit to a local sawmill, James noticed how the sawdust was removed from the air by large industrial cyclones. Could that principle work on a smaller scale, in a vacuum cleaner? He took his vacuum apart and rigged it up with a cardboard cyclone - it picked up more than his old bag machine. The world’s first vacuum cleaner without a bag. It took 15 years of frustration, perseverance, and over 5,000 prototypes, for James to finally launch the Dyson DCO1 vacuum cleaner under his own name. Within 18 months it became the best-selling cleaner in the UK. Dyson continues to produce new and different technology, such as the Dyson digital motor, the Dyson Airblade™ hand dryer, and the cordless vacuums. Today, Dyson technology is available in over 70 countries. James continues to work alongside his growing team of engineers and scientists, developing new technologies to overcome everyday frustrations.


Without engineers and inventors, there is nothing to patent, market or sell. Ideas and invention are the foundation upon which an economy grows. Engineering propels the principles of math and science into action, and deserves its place alongside disciplines like biology, chemistry and physics. Yet, in our school curriculums – both in my home in the UK and in the US, engineering is often still an afterthought to math and science, if included at all. Our job is to get young people excited about engineering at an early age. Young people have the power to change the world through engineering. We must ignite their natural curiosity, and fan the flames of ingenuity. That begins with a commitment in education and should be fostered by our attitude towards the profession. It’s been over four years since I launched my Foundation in the US – in Dyson’s home base in Chicago. Our aim is to inspire young people to take on engineering. Through free resources and after school clubs, students disassemble our machines to discover how they work and why they’re designed the way they are. They take on their own challenges, too, thinking of problems in their own life they’d like to solve, designing and prototyping solutions to everyday problems. Our resources are all free, but not just that – they stand apart. Young minds need space to create – to fail and learn. So we’ve replaced a game controller with a screwdriver and give students the opportunity to experience R&D at Dyson in their very own classrooms. Through practical, creative activities, engineering principles come to life. This year, we’ve taken our efforts a step further and focused in on Chicago, working with the city to set up state-of-the-art design and engineering labs in three select public schools. This includes nearly $150,000 of industry-standard equipment like laser cutter and 3D printers, along with training and resources for teachers. The Chicago labs are based on a similar program we launched at schools near Dyson’s headquarters in the UK in 2011. This original initiative from our Foundation saw overwhelming success, with enrollment in design, technology and engineering courses increasing by 41% for boys and 150% for girls.


But we haven’t stopped with primary or secondary education. We run an annual competition that invites university students to design something that solves a problem. Each year the James Dyson Award sees truly remarkable solutions to everyday problems, and as the award grows around the world, we are seeing more problems solved from more angles. The best inventions have a significant and practical purpose, and many feature commercial potential that has previously been left untapped. Last year’s international winner created a 3D circuit board printer, making prototyping electronics easier and more accessible. Previous winners have created anything from low-cost incubators for premature infants in developing countries, to advanced robotic arms that aid in lifting and physical therapy. It’s remarkable what young minds think up when given the freedom to invent. While we’re committed to training up budding designers and engineers, we are simultaneously investing in our own engineers. The number of Dyson engineers continues to grow at staggering rates. We currently have 200 open engineering positions that will support our future technology. Yet while the field continues to grow and interest continues to be piqued, a problem remains. There is still an unmistakable disproportion between men and women in STEM. By not encouraging girls to explore engineering just as much as boys, we are effectively ignoring half a population of potential engineers. At Dyson, our labs have more than three times the national average of female engineers. But this isn’t enough. When male and female design engineers work together, the result tends to be better technology. Diverse insights and points of view are critical to the design process – someone with a different life experience to your own may find new issues in a product, and can help to create better solutions. This happens every day at Dyson. To encourage girls (and everyone, for that matter) to get inventing, we need to do more reveal a true picture of engineering at a young age. We must continue to trudge on in our quest to change the perceptions of STEM, who can participate in it, and what it looks like. For a technology company like Dyson, the engineering spirit is critical for future innovation, and that starts with our young people and their unhindered exploration of the world of STEM. We must not forget the US economy is built upon ideas. It will need many more of them in the coming years.■


Dyson

Engineering is at the very heart of what we do at Dyson. We have more than 2,000 engineers and scientists dedicated to inventing and improving our machines. Together, they create Dyson’s future. I depend on my team of engineers to continue creating products that solve problems, but more importantly, the global economy depends on engineers to keep invention alive.

Theodore F. Craver, Jr. Chairman, President and Chief Executive Officer Edison International Edison International (NYSE:EIX), through its subsidiaries, is a generator and distributor of electric power and an investor in energy services and technologies, including renewable energy, headquartered in Rosemead, Calif. Edison International is the parent company of Southern California Edison (SCE), one of the nation’s largest electric utilities. SCE has provided electric service in the region for nearly 130 years, and is a longtime leader in renewable energy and energy efficiency. SCE serves more than 14 million people in a 50,000 square-mile area of central, coastal and Southern California. Edison International subsidiary Edison Energy Group provides commercial and industrial customers with a range of energy services including power management and electric transportation. Edison Energy Group operations are independent of, and unconnected to, Southern California Edison.

Theodore F. Craver, Jr. is chairman, president and chief executive officer of Edison International, the parent company of Southern California Edison, one of the nation’s largest electric utilities, and subsidiaries that are competitive businesses engaged in generation, delivery or use of electricity. Craver was elected chairman and CEO in August 2008 and president in April 2008. Craver was chairman, president and chief executive officer of Edison Mission Group from January 2005 to April 2008. Before that, he was executive vice president of parent company Edison International and held the position of chief financial officer and treasurer from January 2000 through December 2004. Before joining Edison in 1996, Craver served as executive vice present and corporate treasurer of First Interstate Bancorp from 1991 to 1996. While at First Interstate, Craver also served as executive vice president and chief financial officer of the wholesale banking

91


subsidiary from 1986 to 1991. Before joining First Interstate, he spent four years with Bankers Trust Company of New York and seven years with Security Pacific National Bank in various capital markets sales and trading capacities. Craver serves on the board and is past chairman of the Edison Electric Institute and also serves on the board of the Electric Power Research Institute. He is a member of the Business Roundtable and serves on the board of directors of Health Net, Inc. Craver is a member of the Economic Advisory Council of the Federal Reserve Bank’s Twelfth District. He is also on the board of trustees of the Autry National Center, the California Board of Trustees of the Nature Conservancy, and serves on the advisory board of the Smithsonian National Museum of American History. Craver earned an MBA and a bachelor’s degree in economics and international relations from the University of Southern California.


Today’s students are that workforce of tomorrow, and to the extent that they learn to develop innovative ideas to address real-time problems, they will help our company -- and the nation -- keep pace with the modern world. A major barrier to achieving this goal is access to STEM education, especially for students from underrepresented communities. The often high costs associated with pursuing studies in these fields can be prohibitive to low-income and minority students. The Department of Commerce reported that there is a shortage of STEM workers in this country. While the number of such jobs is expected to grow by 17 percent through 2018, and STEM workers earn 26 percent more than non-STEM workers, only 16 percent of high school seniors plan to pursue STEM careers. At Edison, we believe that offering scholarships and providing funding to support mentoring and other resource programs go a long way toward helping students pursue STEM careers. In consultation with our partners in the education sector, we developed a higher education strategy in which we focus our funding on programs that prepare students to excel in the STEM fields. More than half of our $20 million annual community investment budget is directed to help create increased access to STEM education through scholarships and other programs. Our Edison Scholars Program provides 30 STEM scholarships each year valued at $40,000 per student. We also fund another $2.7 million in STEM scholarships through our partners, including universities and community based organizations that make it possible for hundreds of underrepresented and minority students to attend college – many of whom are first in their families to attend college. Our philosophy of giving is that all people should have opportunities to succeed. Providing scholarships is a key for access. But we also fund programs that help ensure that students have the resources and support systems necessary to help them complete college on time. For example, California State Polytechnic University, Pomona (Cal Poly Pomona) has a tradition of recruiting and supporting low-income, underrepresented students and women in its engineering programs. Cal Poly Pomona’s Women in Engineering Program provides resources and support to help aspiring women engineers not only get into college, but ensure that they succeed and complete college. This program has helped increase the number of female engineering students. In 2014, female students comprised 22 percent of the incoming engineering fresh-


men class – compared to 15 percent in 2010 when Edison started to support this program. Beyond the obvious social and economic benefits, STEM education has a direct correlation with Edison’s core business capabilities and priorities. We know that our continued business growth and future workforce depends on the availability of a talent pool of skilled STEM professionals. That’s why, in addition to scholarships, we also provide mentoring and internships, some of which have resulted in full-time hires into our company. In 2014, 66 percent of the interns hired at our SCU were STEM majors. Of those interns, 39 percent transitioned into full-time positions within the company. Some 79 percent of those interns and full-time hires came from the target campuses we partner with – Cal Poly Pomona, the University of Southern California, California State University, Long Beach and California State University, Los Angeles. This effort includes our support of college preparatory programs that help high school students interested in STEM get into college. Through this multi-prong approach, we have been able to create a pipeline for STEM professionals into our company, which helps ensure we are able to find the talent we need. In addition to our recruiting efforts, we also sponsor STEM-related events and competitions. One example is the Solar Decathlon, the U.S. Department of Energy’s challenge to collegiate teams to design, build and operate solar-powered houses that are cost-effective, energy-efficient and attractive. Since 2011, Edison International and SCE have supported the overall Solar Decathlon as well as individual teams as part of our philanthropic commitment to STEM education. Last year, we were a sustaining level sponsor of the overall event, at $250,000. In addition, we contributed $150,000 to sponsor Team Orange County, which consists of Irvine Valley College, Saddleback College, the University of California, Irvine and Chapman University. Another STEM activity we support is the For Inspiration and Recognition of Science and Technology (FIRST) Robotics Competition, in which teams of up to 10 students from grades 7 through 12 design and build sophisticated robots using a modular kit of parts, then compete head to head. In 2015 Edison partnered with a collaborative group of other utilities under The Edison Electric Institute to support the FIRST Tech Challenge Rookie Grant with a contribution of $50,000. In addition, Edison also contributed $58,500 to support nine local FIRST Robotics teams. We are honored to be recognized by STEMconnector for our support of STEM education. As we often say at Edison: we are pleased, but never satisfied. Much remains to be done to expand the pipeline of tomorrow’s STEM-powered workforce, and we intend to remain at the forefront of this crucial effort. ■


Edison International

At Edison International, we believe that education in science, technology, engineering and math (STEM) is key to helping our nation remain globally competitive. And as a company built on engineering, we see STEM education as vital for developing our workforce of the future so we can remain successful in a rapidly changing world where science and technology rules.

John C. Lechleiter, Ph.D. Chairman President and Chief Executive Officer Eli Lilly and Company Eli Lilly and Company has been in business since 1876.The global, research-based company was founded by Colonel Eli Lilly—a pharmaceutical chemist and a veteran of the U.S. Civil War—in Indianapolis, Indiana. For 140 years, Lilly employees have worked to discover and develop important medical breakthroughs. Today, Lilly depends on a global STEM workforce of more than 8,000 people engaged in research and development (R&D). The company conducts clinical research in more than 55 countries, has R&D facilities in six countries, and complex manufacturing plants in 13 countries. In the U.S., Lilly’s R&D efforts involving both biological and chemical substances center on Cambridge, Massachusetts; New York City; San Diego, and our Indianapolis headquarters. These efforts target in particular cancer, diabetes, cardiovascular diseases, neurodegeneration, immune system disorders, and pain.

John Lechleiter has served as president and chief executive officer of Eli Lilly and Company since April 1, 2008. He became chairman of the board of directors on January 1, 2009. John joined Lilly in 1979 as a senior organic chemist in process research and development and became head of that department in 1982. In 1984, he began serving as director of pharmaceutical product development for the Lilly Research Centre Limited in Windlesham, England. He later held roles in project management, regulatory affairs, product development, and pharma operations. In 2005, he was named president and chief operating officer and joined the board of directors.

93


John earned a bachelor’s degree in chemistry from Xavier University and master’s and doctoral degrees in organic chemistry from Harvard University. John has received honorary doctorates from Marian University (Indianapolis, Indiana), the University of Indianapolis, the National University of Ireland, Indiana University, and Franklin College. John is a member of the American Chemical Society. He serves on the board of the Pharmaceutical Research and Manufacturers of America (PhRMA), as chairman of the U.S.Japan Business Council and of United Way Worldwide, and on the boards of the Chemical Heritage Foundation and the Central Indiana Corporate Partnership. He also serves on the boards of Nike, Inc. and Ford Motor Company.


Invention is in our country’s DNA—going all the way back to our founders, whose ranks included inventors such as Benjamin Franklin and Thomas Jefferson. With a long-range plan that included taming a good chunk of the continent, Americans explored every frontier—producing inventions to help conquer time and space. Wagon trains and steam locomotives gave way to cars, airplanes, and even rockets, as well as movies and television, computers and phones, and now iPhones. Along with exploring geographical frontiers in the U.S., we also began mapping human biology, producing medicines and medical technology that conquered many diseases and alleviated others—extending life spans, enhancing health, and creating new industries along the way. It has been my privilege for more than 35 years to be part of an American-based business dedicated to invention in biopharmaceuticals: Eli Lilly and Company. I believe that this is the most exciting period in history to be involved in drug discovery. There’s a deep pool of new scientific knowledge at our disposal, new tools that we can apply to our efforts, and extraordinary opportunities for collaboration among industry, academia, and government labs. We can realize that potential if we have the STEM talent to lead our discovery centers, labs, clinics, and manufacturing facilities. Even apart from the needs of my own industry and others that rely on STEM-trained individuals, there is another reason why science still matters. It’s that the discipline of science develops knowledge and skills that are critically important to a whole range of roles in today’s world. For example, as scientists we’ve developed the ability to think critically. We’ve had to develop the skills necessary to identify, analyze, and solve problems— skills in hot demand in almost any enterprise. Scientists also understand the importance of data in guiding decision making. We’re particularly adept at transforming data into knowledge and using data to generate new hypotheses. This keeps the gears of innovation turning. In addition, the discipline of science teaches us to appreciate and master complexity, often by breaking down large problems into more manageable pieces. Again, that’s a key asset in many situations. So while training in science is essential in a business like making medicines, it also helps prepare us for a wide range of careers beyond the lab.

beyond rhetoric. Our children’s futures depend on it. Broad understanding of math and science is essential, first of all, so that young people across our society have an opportunity to participate in the high-tech economy of the future. Further, as the technology sector grows, and the Baby Boom generation retires and shortages emerge in particular fields, we will need a large cohort with basic scientific skills to fill these jobs. Meeting these needs will require significant attention to improving K-12 science and math education across our country, and I believe that both the public and private sectors must be involved. At Lilly, we’re supporting several programs designed to get high-performing teachers into the classroom. For example, we’re funding a program at Purdue University to change STEM teacher education from a model of instruction in specific subject areas to one in which teachers learn to integrate science inquiry, technological design, and mathematical analysis. And we’re strong supporters of programs such as Teach for America and the New Teacher Project to place talented people in hard-to-fill math and science classrooms serving our most at-risk students. In our home state of Indiana, Lilly also is funding the Indiana Science Initiative, ISI. The ISI focuses on younger children—from Kindergarten through 8th grade—and is built around a hands-on, inquiry-based learning curriculum designed to involve and excite kids about science and math. Nearly 2,000 teachers and more than 50,000 students are involved. The public schools that have participated in ISI have improved performance, surpassing the average on the statewide science test. We also get Lilly employees involved in our STEM efforts. For example, we established what we call the Lilly Science Coach program. More than 100 Lilly scientists are assigned to specific teachers to help do hands-on science and serve as role models for students. This work is important at a fundamental level because the future of our company and industry depends on well-trained scientists. We’d like to see more kids choose to pursue STEM careers—especially women and minority group members who don’t always have the same opportunities to practice science and understand how exciting it can be. But this work is important to the future of our country as well. Over the past century, on a foundation of science and the other STEM fields, the U.S. built the strongest economy the world has ever seen and extended life expectancy by an astonishing two-thirds. Sustaining that progress means nothing less than an allout effort to revitalize STEM education in our country. ■

To continue developing these skills and ensuring that the U.S. remains an inventing nation, we need to take our concerns about STEM education in our country



Eli Lilly and Company

America is an inventing nation and we should aim to keep it that way.

Mary Frantz Founder, Chief Executive Officer and Managing Partner Enterprise Knowledge Partners, LLC Enterprise Knowledge Partners, LLC (eKp) is a premier, nationwide provider of management and technology consulting solutions offering a holistic approach to information technology strategy, cyber security and incident response, eDiscovery and forensic services. EKP consultants perform expert services in penetration testing, internal investigations, and data breach remediation, vulnerability scanning, security tools implementation and testing and provide expert witness testimony in security, technology electronic discovery and forensics. As a woman owned business, EKP is dedicated to helping women and minorities pursue careers in technology and information security. The owner, Mary Frantz, is a board member of Enterprising Women Magazine (EW), is an ambassador for the Young Entrepreneur Women (YEW) program as part of the EW Foundation, is an active mentor for women in STEM, and EKP provides for and subsidizes internships for women and minorities in the fires of information technology and security, engineering and data analytics.

Mary Frantz is the founder, CEO and Managing Partner of Enterprise Knowledge Partners, LLC. (EKP). EKP has three practice areas: Cyber Security / Incident Response and Remediation; Enterprise Technology Architecture; and Electronic Discovery and Forensic services. Ms. Frantz has over 25 years’ experience in the areas of Information Technology Strategy, Enterprise Architecture, Cyber Security, Compliance, eDiscovery and Forensics of which 12 years were spent in executive leadership roles in Fortune 150 corporations. She has accumulated vast international experience and has managed the technical design and build of global systems. She is also an expert in cybersecurity, data breach, cloud based service models and a court vetted expert in data breaches, breach remediation, and forensics. She founded EKP in 2004 as one of the few women owned technology firms and one of the only Minnesota firm in 2004 to combine Technology, Security with eDiscovery services in Minnesota. Since 2004, EKP has grown to include offices in 4 US States.

95


Mary graduated from Northern Illinois University in 1991 with a quadruple major: B.A. in Math / Statistics, B.A. in Foreign Language (Spanish, French), B.S. in International Relations, and a B.S. in Information Systems. She received an M.B.A. from the University of Chicago in 1992 with an emphasis in International Business, and a Masters in Computer Science Engineering from the Georgia Institute of Technology (Georgia Tech) in 1996. She is a certified information systems auditor, certified ethical hacker, certified penetration tester and holds various other certifications in technology security, engineering, health care, and architecture. Mary is a keynote speaker, author, and has paneled multiple round tables as both a women entrepreneur and industry expert. She is also a passionate advocate of for battered women, early childhood education and mentoring for women and minorities in STEM. Mary was recognized as of the 2016 Enterprising Women of the Year, an annual tribute to the world’s top women entrepreneurs.


With sponsorship by some of the attorneys, and with my own money I enrolled at NIU (Northern Illinois University). Due to the proximity to Chicago, I was able to continue working in the city while attending school and expand my summer work in Chicago by being one of the few girls assisting pit runners part time at the Chicago Board of Exchange (CBOE). Again, I asked to continually get more experience and I found myself working at the Chicago Bar Association (CBA) building on LaSalle helping to build an automated RESPA statement program using PC Assembler and Pascal at Attorney’s Title. Working with the programmers was not a paid position. However, I took every opportunity I could to be part of their conversations and help out with the programs, even before I had any formal computer training. After enrolling at NIU, I became the first woman to be the computer engineer for the school newspaper and eventually became the overall manager for the student computer labs. I also took a local job building databases in DBaseIII for a shipping company. While being the only girl wasn’t always easy and I often had to learn things on my own without much help from the professors or peers, the reality of my career choice in math and computer science really hit home when I applied for the 3M internship and wrote a paper discussing "Automating the Just in Time (JIT) Warehouse using Computer Based Scheduling". When submitting the paper as a representative of the university, an NIU professor asked that remove my full name and replace it only my first initials and last name. The paper came in third place, despite having no professor sponsorship or help, unlike some of the male candidates. Needless to say, the Chicago Logistics Council President (who held the awards ceremony with 3M as the sponsor) were quite surprised when woman showed up to accept the award in 1989. I was the only female in the room, except for the waitresses.


After 5 years, and four bachelor degrees, I graduated and accepted a position as a Resource Analyst with FMC Corporation during the first Gulf War. During my final year of college, simultaneously enrolled in law school, didn't really like it and instead pursued my MBA. I continued my education and finally completed both my MBA and a Masters in Computer Science Engineering. During my career, I was exposed to the onset of electronic discovery, eaves dropping capability on undersea cables, advancements in sniffing wireless signals, the growth of the internet and cyber security, the move from mainframe TSO to desktop virtualization, and so much more. I became part of the technical revolution because I pushed and made myself part of the conversation, not always succeeding, but at least trying. Without the EEOC program, I may never have had these opportunities. Twenty five years later, I often notice men sharing and discussing the latest technologies, designs, code, ideas attending the conferences and getting training, and leaving the women and minorities out of the conversation, with minimal training and advancement opportunities. Women are hired as security architects, but often relegated to project management and documentation roles. As the CEO of my own company attending (and speaking at) technology and cyber security conferences, engaging clients in technology projects and breach response, in 2016 there are still only a handful of women and minorities in high tech, and even less in cyber security. Given the existing shortage and the insatiable need for STEM talent, particularly in information technology and security, we can’t afford to leave anyone out of the conversation. Therefore, I have made it a priority throughout my career to encourage and provide opportunities through mentoring, internships, and subsidizing training for young women and minorities in STEM fields, encouraging them to stick with the programs and pursue their dreams, talents and passions. I have seen an incredible amount of untapped, unrealized talent and potential because of not lack of opportunity to succeed. I encourage everyone in STEM fields to give back and encourage all young people to pursue their passion in STEM roles by including them through mentorship, sponsorship and providing internships. Include and keep them in the conversation, our future depends on it.


Enterprise Knowledge Partners, LLC

My family didn’t have a lot of money, no one in my family had a college education, my father never graduated from high school due to WWII and the draft, if I wanted to have new clothes, music lessons, or go to college, I was going to have to earn my own way. I also did odd jobs at my dad’s work place where he was a carpenter / contract building. So, when high school came around, I elected to enroll in Woods (Woodworking), Electricity and Automotive classes, in addition to honors level math, science and English. Of course, I was the only girl in those classes.

Ron Mobed Chief Executive Officer Elsevier Elsevier is a world-leading provider of information solutions that enhance the performance of science, health, and technology professionals, empowering them to make better decisions, deliver better care, and groundbreaking discoveries that advance the boundaries of knowledge and human progress. Elsevier provides web-based, digital solutions and publishes over 2,500 journals, including The Lancet and Cell, and more than 33,000 book titles, including a number of iconic reference works. Elsevier is part of RELX Group plc, a world-leading provider of information solutions for professional customers across industries. www.elsevier.com. The Elsevier Foundation founded in 2002 has awarded over 80 grants worth millions of dollars to non-profit organizations focusing on the world’s libraries, nurse faculty and women scholars during their early and mid-careers. The Elsevier Foundation Awards for Women in Science in the Developing World provides annual awards to early and mid-career women scientists in Africa, Asia, South America and the Caribbean.

Ron Mobed joined Elsevier in April 2011 to direct the science and technology group and oversee the interests of research professionals. He became CEO of Elsevier BV In August 2012. A petroleum engineer by training, his early career work with the collection and analysis of data from oil rigs in the North Sea set the stage for his understanding of the role that data plays across a number of industry sectors. The British expat has traveled extensively and worked in many emerging nations in Africa and southeast Asia. His international experience in these countries has given him an appreciation for the advances science has provided to a modern society and he has seen first hand how providing a person with skills changes not only that person but the whole family and community at large. Elsevier’s STEM initiatives for early career researches is an integral part of his personal philosophy and sees the company’s support

97


for researchers in developing nations as crucial to the advancement of science and medicine everywhere. He believes that science is global therefore it is important for Elsevier to develop the technologies and tools that enable researchers to tap into the very best minds of a vast array of disciplinary expertise . His advice to young people is simple -- that the key to success is the ability to understand one’s innate character, skills and capabilities, and to use those effectively. He encourages young people to have a career plan, be willing to take risks to achieve their goals and, above all, to think about how they can add value to the organization. Mobed is a graduate of the University of Cambridge with B.S in engineering and earned a masters degree in petroleum engineering from Imperial College London. He currently lives in Amsterdam.


As a publisher of STM journals and books Elsevier has a vested interest in supporting STEM based initiatives, but I’d like to look at the issue from a couple of different perspectives. First: science literacy. Not every child will want to become a scientist or engineer but STEM subjects are essential to a well-rounded education and useful for all career paths. Science is the search for truth, and science research is the inquiry-based process by which truths are uncovered. It encourages the “why’s” and “how’s” and challenges to the status quo and accepted thinking. Science research encourages risk-taking and learning how to learn from failure as much as success, all the intangible skills that make for the type of worker required for the 21st century job market. Employment aside, understanding how the world works is important when today’s students become tomorrow’s voters who must decide on issues that have direct impact on their own communities and personal lives. Should “fracking” be allowed? What’s the difference between global warming and climate change? Why does medicine cost so much? Should we be spending so much taxpayer money on space missions when there are so many problems to sort out on earth? Should we invest in basic research or stick to applied and clinical research? What is the role of government and the corporate sector in science? There isn’t any facet of our lives that isn’t touched by science in some way. We owe the benefits of our modern civilized society to the millions of unsung heroes in the global research community who toil away, often for years, at painstaking studies to make incremental advances in a cure, an innovation, or a way for us to know more about our world and where we came from. It’s a tough job that requires years of erudition, patience, dedication and personal commitment to working for the greater good, not to mention a significant investment of money in getting the education that’s needed for this career path. Which leads me to my second point – the support that’s needed for those students who decide to pursue a career in science. At the under-graduate level, most of the scholarships that exist are only open to high school students, e.g. the prestigious research competitions and their generous prizes supported by tech giants Intel, Siemens, Toshiba and Google and others. However, once in college opportunities for scholarships are practically non-existent, especially at the graduate level. If they’re not lucky enough


to have financial support from the family, graduate students either must take out additional loans, work part-time, or possibly delay graduate school until they have enough capital to pay their own way. None of these are particularly satisfying answers especially when you consider the average starting salary of a researcher is quite low. For example according to Salary.com the average salary for a biochemist with two years experience is about $48,500 per year. So what can be done? Several things: Provide stipends, grants and scholarships for graduate and post doc students for tuition, research and professional career development such as conferences where they can network with their peers and colleagues. The Elsevier Family Support Awards provides grants for early career researchers (male and female) wishing to attend conferences who don’t have the resources to cover child-care. Address the issue of STEM workforce retention especially among female researchers. A study funded by the Elsevier Foundation and conducted by the Association for Women in Science of more than 4,000 researchers about their work-life challenges, revealed that 40 percent of female researchers delayed having a family because of their careers, compared with 27 percent for men. All the millions of dollars being spent by private and government institutions to encourage girls to consider STEM careers will be for naught if we cannot create familyfriendly STEM workplace environments. Impress upon policy-makers the importance of all forms of research: basic, applied as well as clinical. Cutting funding for medical research, while it may seem to make financial sense in the short-term, is not conducive to ensuring that we will be able to cope with the costly, chronic problems of an aging population or to ensure that babies and young children have a healthy start in life and become productive citizens of their world. Encourage investment and provide resources to early career researchers in developing countries especially for women. We live in a global society and the challenges faced by the developing world affect us all. Encouraging STEM education in all societies and providing role models for girls such as the winners of the Elsevier Foundation Awards for Women in Science in the Developing World will help developing nations build their own sustainable educated workforces that can contribute to the global economy. Investing in STEM education is crucial to ensuring there is a pipeline of talent for future generations of science research and a STEM educated workforce who will have the scientific literacy to understand why we need to do so.■


Elsevier

The issue of STEM education and what to do about it has been part of the national conversation for well over 20 years, so it’s encouraging to see the investment being made by many of the world’s leading corporations and I’m awed at the scope and level of commitment. It’s fantastic.

Stephen Howe, Jr. US Chairman and Americas Managing Partner EY EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities. EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com.

Stephen (Steve) R. Howe, Jr. is EY’s US Chairman and Americas Managing Partner. In the Americas, EY member firms operate in 30 countries. Steve leads the U.S. and Americas Executive Committees and represents EY in regulatory relationships. He also directly serves as Executive Sponsor for the Firm’s focus on diversity and inclusiveness. He has been with EY for over 33 years. Steve previously served as audit partner for various global financial institution clients and as senior advisory partner on many of EY’s largest clients. Prior to his role as US Chairman and Americas Managing Partner, Steve served as Managing Partner of the Financial Services Office. Over the past several years, Steve has been honored by the National Association of Corporate Directors (NACD) as one of the most influential leaders in the boardroom and corporate governance community. Accounting Today named Steve to their “Top 100 Most Influential People” list of

99


thought leaders and visionaries shaping the accounting profession. In addition, Steve was recognized as one of the top “100 CEO Leaders in STEM” by STEMconnector. Steve graduated from Colgate University with a BA in Mathematical Economics and from the Stern School at New York University with an MBA in Accounting and Finance. Steve is a member of the Board of Governors of the Center for Audit Quality, the Board of Trustees of the Financial Accounting Foundation, the Board of Trustees of Colgate University, the Board of the Partnership for New York City and the Board of Trustees of Carnegie Hall. Steve also served as the Corporate Chairman for the Liberty Science Center Genius Gala. Steve and his wife, Kate, are active supporters of a number of charities and Steve is actively involved in the development and support of EY's Corporate Responsibility initiatives. Steve and Kate have four children and reside in Pleasantville, NY.


Unprecedented growth

STEM fields are growing faster than ever. At the same time, the current talent pool is aging out; in 2014, many engineers and workers in advanced manufacturing were 45 or older. And there’s already a STEM talent shortage. In 2013, 40% of U.S. companies reported difficulty in filling positions because of a lack of skills — up from 14% in 2010, according to Brookings Institution. Typically, industry growth coupled with a talent shortage means opportunity rather than crisis. Many college graduates are witnessing these STEM trends, and they recognize the opportunity. That’s because almost all of the 30 fastest-growing occupations in the next decade will require at least some background in STEM, according to Business Center for a Collegeand Career-Ready America. We at EY are proud to be a STEM employer. STEM graduates are naturally analytical, and have a deep understanding of our clients’ pain points. We look forward to hiring many more STEM graduates in the future. Because while STEM industries expand, and STEM job opportunities are abundant, the next generation is severely ill-equipped to fill these roles. A forgotten generation

We call Millennials and Gen Z-ers digital natives; they grew up in the Internet age, have numerous personal devices and are intimately knowledgeable about social media. But being a digital native does not equate to being technologically savvy. In fact, US Millennials ranked dead last out of 19 Organization for Economic Co-operation and Development (OECD) countries tested in problem solving with technology. They failed equally atrociously in science and math. These STEM-averse young adults are our future.

This skills gap isn’t simply an issue for students or STEM hiring managers. Research from the Washington Center for Equitable Growth found that the US would gain an extra $2.5 trillion in gross domestic product between now and 2050 if our country’s students scored at the international average on math and science tests. Though we’re already feeling the pain of the talent shortage, there are steps we can take proactively in order to create a sustainable talent pipeline — and help students and the country, as a whole. Solution in diversity

The shortage of STEM-skills extends from the classroom into the workforce. Women and minorities, for example, are extremely underrepresented in STEM majors and STEM careers. Women, in particular, remain as scarce as ever in engineering, computing and advanced manufacturing.

computer scientists. And if people of color were fully represented, we’d have another 570,000 more. But fixing the skills gap isn’t about simply convincing students of the job growth in STEM. There are many underlying issues. Education, for example. Girls around the world generally outperform boys in science—but not in the U.S. where boys scored better than girls. And, according to data from the U.S. Department of Education’s Office of Civil Rights, Hispanic students make up 20% of the student body at high schools offering calculus, but only 10% of the students taking calculus. At the college level, women are more likely than men to switch out of STEM majors, and minorities’ numbers are also dwindling. According to the U.S. Department of Education, in 2012, 14% of undergraduate STEM degrees were awarded to people of color, even though they represent 33% of the college-age population. The numbers fall further still with higher education. People of color received only 9% of master's degrees and a mere 6% of doctorates. What can we do?

While there are many opinions about who is to blame for this discrepancy in STEM fields, pointing fingers is ultimately fruitless. The fact of the matter is that we, as employers of STEM scholars, must layer in support in order to build and sustain that talent pipeline, and avoid a skills gap crisis. At EY, we’ve taken steps such as: •

Prioritizing gender parity and supporting women’s growth through internal programs and external programs, such as EY’s Entrepreneurial Winning Women. This has the added benefit of boosting women leaders, who can serve as role models for tomorrow’s talent.

•

Advocating for a diverse and inclusive culture — appreciating the value add from people of all backgrounds, ethnicities, sexual identities and orientations, and abilities.

•

Engaging with the community and participating in mentorship programs to help interested students succeed in STEM.

•

Strategically investing time and money. At EY, we invest in our communities through skills-based volunteering. We also invest in education to ensure that future generations have the skills required for societies to thrive. And to foster innovation, we invest in small- to medium-size businesses, social enterprises and entrepreneurs, particularly women and youth.■

Consider this: according to Change and Economic Modeling Specialists International data, if women were fully represented in the computer science workforce, we’d have about 1.8 million more ©2016 STEMconnector® All Rights Reser ved


EY

The STEM industries — that is, science, technology, engineering and math — should prepare for crisis. A talent crisis.

Rex W. Tillerson Chairman and Chief Executive Officer ExxonMobil ExxonMobil has been a long-time advocate and supporter for K-12 math and science education. It supports programs that strengthen the STEM teacher workforce, rejuvenate STEM learning in the classroom and bolster academic standards. ExxonMobil was a founding sponsor of the National Math and Science Initiative, which is improving student performance in the critical subjects of math and science. The company partners with professional golfer Phil Mickelson and his wife Amy to host the Mickelson ExxonMobil Teachers Academy, and with the first African-American astronaut to walk in space, Dr. Bernard Harris, to host summer science camps at universities across the country. In 2014, ExxonMobil launched Be An Engineer, a multi-faceted initiative building a greater understanding of the engineering field and the opportunities it offers. Over the past 16 years, ExxonMobil has invested more than $1.2 billion in education around the world, including $98 million in 2015 of which nearly $19 million was for STEMrelated programs in the United States.

A native of Wichita Falls, Texas, Rex Tillerson earned a Bachelor of Science degree in civil engineering at the University of Texas at Austin before joining Exxon Company, U.S.A. in 1975 as a production engineer. In 1992, Mr. Tillerson was named production advisor to Exxon Corporation. Three years later, he was named president of Exxon Yemen Inc. and Esso Exploration and Production Khorat Inc., and in January 1998, became vice president of Exxon Ventures (CIS) Inc. and president of Exxon Neftegas Limited. In those roles, he was responsible for Exxon’s holdings in Russia and the Caspian Sea, as well as the Sakhalin-I consortium operations offshore Sakhalin Island, Russia. In December 1999, he became executive vice president of ExxonMobil Development Company. Mr. Tillerson was named senior vice president of Exxon Mobil Corporation in August 2001, and was elected president of the corporation and member of the board of directors on March 1, 2004. He assumed his current position on January 1, 2006.

101

1 0 101 0 W O| M1E0N L EEAOD LEERA S DI N M STEM 0 C E RSST EI N

Mr. Tillerson is a member of the executive committee and a former chairman of the American Petroleum Institute. He is also a member of the Society of Petroleum Engineers and a trustee of the Center for Strategic and International Studies. He is a member of the National Petroleum Council, a member of the Business Roundtable,a member of the Business Council, an honorary trustee of the Business Council for International Understanding, and a member of the Emergency Committee for American Trade. In 2013, Mr. Tillerson was elected to the National Academy of Engineering. Mr. Tillerson is the vice-chairman of the Ford’s Theatre Society, past national president of the Boy Scouts of America, and a former director of the United Negro College Fund. He is also a member of the Chancellor’s Council, Development Board and the Engineering Advisory Board for the University of Texas at Austin, where he was named a distinguished alumnus in 2007. In 2011, he received an honorary doctorate engineering degree from the Worcester Polytechnic Institute. © 2©021061S2T ES M T EcMocnonnencet c o tr ® o rA ™l lARl li gRhi gt sh tRseRs e rs veer vde d

ExxonMobil’s success in a global economy depends on the quality, ingenuity and diversity of our workforce, and we are certainly not alone. Unfortunately, if the next generation of U.S. workers lacks the skills to solve the problems of the future, it is not just U.S. leadership in energy that is at risk – it is also our leadership in medicine, research, technology and other pillars of the American economy. For the United States to remain competitive globally, we must ensure all children, no matter where they live or their background, are provided the best education possible and equipped to excel when they finish high school and go onto college or work. Improving math and science proficiency is essential to ensuring our students’ competitiveness. The evidence is clear: In 2012, the Program for International Student Assessment ranked U.S. students 21st in the world in science and 26th in math. Our nation led the world 25 years ago in high school and college graduation, but we have since dropped to 23rd and 18th in the rankings. Our nation’s students must be prepared to compete in today’s global economy to ensure continued American innovation and a robust economy. Math and science are the universal languages of the global workplace and critical tools for success in today’s hightech world. Students proficient in these subjects will be prepared to succeed in the workforce and excel at 21st century jobs. While it is important to set high expectations, students will not excel without great teachers to challenge and prepare them for success. A critical component in raising the bar on math and science education is providing high-quality professional development for current teachers, as well as recruiting and preparing a new corps of motivated and gifted math and science teachers. In crucial middle-school years, only 30 percent of eighth-graders are being taught math by teachers with a mathematics degree and less than half those same students are being taught physical


sciences by a teacher with a science degree. The ExxonMobil-supported National Math and Science Initiative (NMSI) has trained more than 50,000 teachers across the country through its College Readiness and Laying the Foundation programs. NMSI's hallmark teacher preparation program at the university level, UTeach, is working to build the quality of our future teacher corps, and it is estimated that nearly 5 million students will learn from UTeach teachers by the year 2020. Additionally, the Mickelson ExxonMobil Teachers Academy has created deep learning experiences for more than 5,000 elementary teachers in math and science over the past decade. Diversity of perspectives and experiences helps ensure a breadth of technological innovation. Access to STEM education must be made widely available across the country, particularly to women and minorities. It is also critical that we shift societal perception about who can be a STEM leader. Under-represented minorities hold only 10 percent of science and engineering jobs, despite making up more than a quarter of the U.S. population aged 21 and older. The percentage of women working in engineering, computing and advanced manufacturing has remained unchanged since 2001.To address these issues,ExxonMobil continues to support the Hispanic Heritage Foundation, United Negro College Fund, American Indian College Fund, National Society of Black Engineers, Society of Women Engineers, Society of Hispanic Professional Engineers and the National Action Council for Minorities in Engineering. In addition, the Be An Engineer initiative ExxonMobil launched in 2014 is showing young people the possibilities associated with a career in engineering by specifically profiling women and underrepresented minorities. At its core, ExxonMobil is a company of problem solvers, but no one organization or company can address the issues surrounding STEM education and workforce development alone. Collaboration is critical at all levels: among the organizations working toward a common mission, and among the businesses, teachers and parents who are building a collective movement to improve student performance in math and science. It requires a collective effort, and we are proud to play our part by partnering with leaders in the field and advancing programs that make a difference.■


ExxonMobil

The United States is known for its history of innovation and technological leadership in every sector of the economy. Currently, there are few challenges more pressing for our nation than the need to improve U.S. education. All of us understand that education is the fundamental building block for individual opportunity, economic growth and long-term competitiveness. There are millions of job openings in this country – jobs that are going unfilled because we do not have enough candidates with the adequate skills to fill them, particularly in science, technology, engineering and mathematics (STEM).

David T. Seaton Chairman and Chief Executive Officer Fluor Corporation Fluor Corporation is a global engineering, procurement, fabrication, construction and maintenance company that designs, builds and maintains capital-efficient facilities for its clients on six continents. For more than a century, Fluor has served clients by delivering innovative and integrated solutions for our clients in the energy, chemicals, government, industrial, infrastructure, mining and metals, and power market sectors. With headquarters in Irving, Texas, Fluor ranks 136 on the FORTUNE 500 list with revenue of $18.1 billion in 2015 and has 59,000 employees worldwide.

David Seaton serves as the chairman and chief executive officer of Fluor Corporation, one of the world’s leading and largest engineering, procurement, construction and maintenance services companies. He became CEO and joined Fluor’s board of directors in February 2011, and was elected to the role of chairman of the board in February 2012. Since joining the company in 1985, Mr. Seaton has held numerous positions in both operations and sales globally. Prior to assuming his current position, Mr. Seaton served as Fluor’s chief operating officer. He has served as the senior group president over Energy & Chemicals, Government and Power Groups and was responsible for Fluor’s activities in China and the Middle East. He led the company’s global business activities in the upstream, downstream, pipeline, offshore, gas processing, oil and gas production, chemicals, integrated petrochemical and petroleum refining industries including ICA Fluor, the company’s joint venture in Mexico. Mr. Seaton has also served as senior vice president and group executive for Fluor’s global corporate sales function. Active in a variety of professional 103


and business organizations, Mr. Seaton serves on the board of directors of The Mosaic Company (NYSE: MOS) and is a member of the Business Roundtable and the International Business Council. He is a board member of the American Petroleum Institute (API) and the U.S.-Saudi Arabian Business Council. As chief executive officer, Mr. Seaton is committed to maintaining Fluor's commitments in the areas of ethics and compliance, integrity and anti-corruption. He is an active leader and board member of the World Economic Forum's Partnering Against Corruption Initiative, the co-chair of the Forum's Global Agenda Council on Corruption, and the chairman of the PACI Vanguard initiative. He is also the chairman for the Boys and Girls Clubs of America, Southwest Region. Mr. Seaton holds a bachelor’s degree from the University of South Carolina and received an honorary doctoral degree in 2014. He completed the Advanced Management Program at the Wharton School of Business and Thunderbird University’s International Management Program. © 2©021061S2T ES M T EcMocnonnencet c o tr ® o rA ™l lARl li gRhi gt sh tRseRs e rs veer vde d

That’s a huge dilemma facing business and society in the United States. Our future, and the future of our children’s children depend on how we address this challenge today, and we are losing the competition on a global stage. Here is a case in point – youth sports. Have you ever been amazed by the enthusiasm some parents have for youth sports? Can you imagine the power and motivation that comes from parents to encourage and support their children to learn and play a sport? Consider these statistics:

According the the Aspen Institute’s Project Play, 21 million youth in the United States between the ages of six and 17 play team sports on a regular basis; and another five million youth engage in sports on an occasional basis. In 2013, the NCAA reported that there were more than 460,000 students playing sports at the collegiate level and fewer than two percent would go on to become professional athletes. Now consider this:

If parents today put a fraction of the emphasis on encouraging and supporting STEM-directed learning as they do on travelling soccer and baseball teams, our discussion would be very different. To be clear, I’m a huge supporter of sports and have benefited throughout my life from the lessons learned through participation in organized sports. But today’s youth have a much better chance of realizing a successful STEM-based career than they do of becoming a professional athlete. We have to make STEM-based learning as essential to every student as is, say, a smart phone. This may sound sound far-fetched, but the smart phone is a very likely technology bridge that leads to a difference. Our youth marvel at its capabilities and effectiveness and intuitively know that without science and technology, it would never have been invented. Yet today, it plays an essential role in their lives – and ours too.

It’s projected that the number of STEM-related jobs will increase by almost 17 percent over the next decade – but the U.S. pipeline of students to fill this need is missing in action. Where is the motivation, commitment and drive to turn this around? It’s in our hands and our leadership, advocacy and support are essential to help change occur. I’m sure you have seen the latest statistics from the U.S. Department of Education – U.S. students ranked 27th in science and 35th in math when compared to the rest of the world, with only about 17 percent of high school seniors considered to be proficient in math and/or interested in a STEM career. Worse yet, fewer than 50 percent of college entrants pursuing a STEM major today actually complete a STEM degree. Fluor is a data-driven company. Our global engineering and construction services are steeped in complex and exact technologies – often at the cutting edge of science with a central need for employees who excel in STEM. It’s intrinsic to our future success. Today, like many of my peers, I wonder where the employees of the future will come from to keep our company successful. This is a challenge not just for Fluor, but also for our nation – as the statistics validate. Now is the time for all of us – in business, government and education – to demonstrate leadership and commitment to change the perceptions to make STEM-directed learning a positive pursuit, not a negative one, in the eyes of our youth. Our youth are truly special and we are letting them down. We need to be better mentors and role models who show the way to a future that provides opportunities like we have enjoyed in our lives. And that’s a shared responsibility. Frankly, we need to move with a true sense of urgency to change this for the sake of our youth. Together, let’s build a system that encourages, motivates, measures and promotes a pathway toward STEM-based learning. Success is sustainable if it is informed, knowledge-based and framed by values and beliefs. And we can make a difference. I challenge you to share your successes as a mentor and be a positive role model to help our youth make the right choices and choose STEM as an essential part of their future success. Say yes to STEM! ■

But U.S. performance on STEM-related learning is abysmal. In business terms, the value curve is absolutely upside down. And for companies like ours, we are losing time.



Fluor Corporation

According to the U.S. Business Roundtable, 80 percent of our youth are either uninterested in, or nonproficient in science, technology, engineering and math (STEM) – yet as we all know, the greatest job opportunities in the future are based in these important disciplines.

Mark Fields President and Chief Executive Officer Ford Motor Company With about 199,000 employees and 67 plants worldwide, Ford Motor Company is a global automotive and mobility company based in Dearborn, Michigan. In one of the most significant strategic shifts in the company’s history, Ford is expanding its business model to provide great products and great experiences that will help make people’s lives better and, ultimately, help change the way the world moves. Ford understands that its future success is dependent upon developing innovative technologies that not only meet, but exceed, the demands of customers. And exceeding those expectations will only happen with the right talent. The automotive industry is one of many facing severe shortages of students and recent graduates entering the workforce with the skills and knowledge needed in technological and engineering fields. Ford believes it is critical to develop a pipeline of technically trained professionals and to create opportunities for students to become more engaged in the fields of science, technology, engineering and math (STEM).

Mark Fields is president and chief executive officer of Ford Motor Company,and a member of the company’s board of directors. Under Fields’ leadership, Ford is expanding its business model to be both an auto and a mobility company. Committed to growing and investing in its core business of designing, manufacturing, marketing, financing and servicing a full line of Ford cars, trucks, SUVs and electrified vehicles, as well as Lincoln luxury vehicles, Ford also is aggressively pursuing emerging opportunities through Ford Smart Mobility – the company’s plan to be a leader in connectivity, mobility, autonomous vehicles, the customer experience and data and analytics. Fields joined Ford Motor Company in July 1989 and held a number of leadership positions in North America and South America early in his career, including managing director, Ford Argentina. He also previously served as president and chief executive officer, Mazda Motor Corporation, and executive

105


vice president, Ford of Europe and Premier Automotive Group, where he led all activities for Ford’s premium vehicle business group and for Ford brand vehicles manufactured and sold in European countries. From 2005-2012, Fields served as executive vice president, Ford Motor Company, and president, The Americas. In this role, he was responsible for the transformation of the company’s North America operations and record profitability. In December 2012, Fields was named chief operating officer, Ford Motor Company. In this role, and as CEO, Fields was responsible for overseeing Ford’s fastest global manufacturing expansion in 50 years and managing the most aggressive global product introduction schedule in the company’s history. Fields became CEO in July 2014. Fields holds an economics degree from Rutgers University and an MBA from Harvard Graduate School of Business.


What counsel would you provide on "collaborating to achieve success" in STEM education and the workforce?

In today’s global economy, education is a critical driver of individual economic success and community prosperity. Public-private partnerships are powerful tools that can effectively empower communities to create and scale innovative educational programs and initiatives, which include STEM. In order to tackle the most pressing education challenges, publicprivate partnerships can be a strategic enabler to bringing sustainable change at a systemic level. A great example of a program like this at work is the Ford Next Generation Learning (Ford NGL) program.

A key building block for success in this space is communication to raise STEM awareness at a variety of levels, including:

Ford NGL supports a network of 25 communities around the nation that are committed to comprehensive long-term education revitalization. Through Ford NGL, key players from public and private sectors – workforce and economic development groups, local employers, non-profits, and civic organizations – come together with their local school district to advocate, advise and assist in the development of high-quality, academically rigorous high school career academies. In these academies, students learn through the lens of a potential career – many of which are STEM based and focus on areas such as engineering, manufacturing, IT, aerospace, and design, among other areas. Our Ford NGL initiative reaches more than 225,000 students. In order to enjoy community prosperity and a strong talent pipeline, businesses need to recognize that it is in everyone’s best interest to support educators and engage them in meaningful, strategic, and sustainable ways, such as teacher externships – another key component of Ford NGL. By forming partnerships that support one another and push each other to go further, we all end up in a better place. That is the true power of public-private partnership. How can we do a better job to strategically coordinate those engaged in STEM across companies and between different departments within companies?

Research has shown that there is lack of a common language to describe skills and competencies among employers and training providers. In addition, it can be difficult to get accurate assessments of talent needs due to the lack of transparency around current and future demand for STEM jobs. To address this issue, it is beneficial for employers to come together and identify in-demand skillsets and competencies and develop STEM job profiles. These profiles can be used help determine a standardized approach to define skill requirements. Using structured organizations like boards or councils can help standardize the approach to STEM initiatives across companies and provide forecasts to help assess future job demand.

•

Continuing to change perceptions and increase the interest in STEM, including using student/ parent/teacher surveys to measure interest and awareness of STEM

•

Developing a culture where the entire community believes that developing the STEM workforce is an investment in its own future

•

Engaging training providers to evaluate STEM curriculum and program structure, ensuring alignment with employment needs of the future

•

Leveraging STEM subject matter experts to supplement curriculum by adding workplace experience into classrooms. This training should align with employer requirements and help students develop STEM technical skills in advance of employment

•

Engaging senior students and STEM graduates to champion regional STEM efforts. Many younger students have limited exposure to current and future STEM occupations

•

Provide opportunities for working-age adults to retrain and up-skill themselves to potentially address workforce needs

•

Incentivize workforce development agencies to direct clients towards technical training tracks

How does STEM leadership with a focus on diversity help your company compete?

Ford Motor Company understands that diversity makes us a better and stronger company, by bringing in fresh ideas, perspectives, and experiences. As a leader in STEM initiatives, Ford has invested significantly in programs to support our communities and build the next-generation workforce. We believe it is crucial to ensure we attract, develop and retain a workforce that has diverse perspectives, skills and backgrounds to drive the innovation needed to compete with global automotive and mobility leaders. In having a diverse and inclusive environment, individuals can better collaborate, problem solve and increase their creativity to support our long-term business strategies.■

Ideally, all STEM-related activities and initiatives within different departments of one company should be managed centrally to ensure corporate alignment, consistency of purpose, and unification of efforts. In addition, mentorships, internships and apprenticeship opportunities should be offered to build and strengthen the STEM pipeline.



Ford Motor Company

What is your advice on using private-public partnerships to tackle our most pressing education challenges in STEM?

Richard C. Adkerson Vice Chairman, President and Chief Executive Officer Freeport-McMoRan Inc. Freeport-McMoRan Inc. (FCX) is a premier international natural resources company with headquarters in Phoenix, Arizona. FCX operates large, long-lived, geographically diverse assets with significant proven and probable reserves of copper, gold, molybdenum, cobalt, oil and natural gas. FCX has a dynamic portfolio of operating, expansion and growth projects in the copper industry. FCX is the world’s largest publically traded copper producer, the world’s largest producer of molybdenum and a significant gold, oil and natural gas producer.

Richard C. Adkerson graduated from Mississippi State University with a B.S. degree in Accounting with highest honors and an M.B.A. degree. In 2010, he received an Honorary Doctor of Science degree from Mississippi State. He also completed the Advanced Management Program of the Harvard Business School in 1988. Prior to joining Freeport-McMoRan in 1989, he was Partner and Managing Director in Arthur Andersen & Co. where he headed the Firm’s Worldwide Oil and Gas Industry Practice. From 1976 to 1978, he was a Professional Accounting Fellow with the Securities and Exchange Commission in Washington, D.C. Mr. Adkerson is a current member and past Chairman of the International Council on Mining and Metals. He is a member of The Business Council, the Business Roundtable and the Council on Foreign Relations. He serves on the Advisory Council of the Kissinger Institute on China and the United States and as a member of the Clinton Global Initiative. He serves on the Arizona Commerce Authority, Greater Phoenix Leadership, the Greater Phoenix Economic Council and the Dean’s Council of 100 for the

107


Arizona State University W.P. Carey School of Business. He is Chairman of the Board of Trustees of the National WWII Museum,serves on the Board of Visitors of the M.D. Anderson Cancer Center in Houston, Texas, and was Campaign Chair of the Banner MD Anderson Cancer Center, Cancer Has Met Its Match Campaign in Phoenix. He is a member of the Mississippi State University Foundation Board of Directors and served as its President. He chaired Mississippi State’s “State of the Future” capital campaign and serves on the University’s Advisory Board of the College of Business. He was named National Alumnus of the Year of Mississippi State University in 2011. He was inducted into the American Mining Hall of Fame in 2010, received The American Institute of Mining, Metallurgical and Petroleum Engineers Charles F. Rand Memorial Award in 2011 and was named Copper Man of the Year 2009 by The Copper Club. He was named Executive of the Year by W.P. Carey School of Business Dean’s Council at Arizona State University in 2011. He has been named Best CEO in Metals and Mining by Institutional Investor magazine every year since 2008. Mr. Adkerson has served on the FCX Board since 2006. © 2©021061S2T ES M T EcMocnonnencet c o tr ® o rA ™l lARl li gRhi gt sh tRseRs e rs veer vde d

We face a “perfect storm” with the STEM workforce. In the mining and energy industries, the U.S. is facing the loss of a significant number of experienced technical managers, workers, and academia, who will retire in the next decade. The current educational system is not producing a sufficient number of qualified individuals to replace retirees, fuel growth, and meet the requirements of a workplace that requires strong science and math skills. Data indicate a bright present and future for mining and energy jobs. There is demand for workers at all levels and this demand is expected to remain strong for the foreseeable future. In addition, research studies have shown that over 70% of occupations in today’s workforce require core STEM skills and employment in occupations related to STEM is expected to increase to more than nine million jobs between 2012 and 2022. These jobs are well compensated and offer exciting career paths. Nevertheless, STEM-related career opportunities in industry continue to go unfilled. Hiring qualified people is a case of supply and demand – a concept at the core of nearly every industry and business. Demand is significantly outpacing supply and risking the success of all businesses. If we fail to produce a larger STEM labor pool, the cost will be immense and the U.S. economy will be left behind. How do you believe STEM education can improve a nation’s competitiveness?

Competitiveness relies on the ability of our nation to grow commerce and business activity and support the expansion, attraction and creation of new business which is highly dependent upon ensuring a qualified workforce. Producing a qualified STEM workforce, which begins with a rigorous foundation in science and math from pre-K through trade or technical certifications or four-year degrees, is the only way to ensure the nation will be able to fill the unemployment gap, bring more jobs to the workforce and drive economic activity. A well-STEMeducated population will also help the nation’s economy compete globally, and achieve the levels of economic growth needed to stay competitive in a vastly growing global marketplace. STEM education will be key to developing the next generation of workers that will produce new ideas, technologies, companies and even new industries. How has your corporation coordinated investments in education with future workforce needs?

The programs we support are designed or selected for their ability to advocate for system improvements, boost teacher quality and confidence, as well as spark student interest and achievement in STEM, with the goal of inspiring and preparing them to pursue post-secondary degrees or trade and technical certifications and ultimately careers in mining or other STEM professions.

institutions, including community colleges, universities, vocational technical institutes or training facilities, and apprenticeship programs. We evaluate our hiring data, talk with educational institutions and experts, and seek to identify positive and negative trends so that we can adjust our partnerships and efforts accordingly. What is the key to smart STEM investments?

Without question, the use of evidence or data to valid the efficacy of the myriad of STEM programs we could choose to support financially has made our investments much smarter and more effective. National collaborations or collective impact initiatives such as the 100Kin10 STEM Teacher Collaborative and Change the Equation have developed highly effective, transparent evaluation processes to determine the quality of a STEM program. It is the choice of each STEM program to be evaluated using the common set of criteria, and hundreds of programs have found value by doing so, including increased funding and strategies for improvement or replication. Through these initiatives and the evaluation tools they have developed, such as Change the Equation’s STEMWorks or 100Kin10’s Partner Application process, we have been able to inform our decisions to a great degree and shift our investments in education toward high quality STEM programs validated by evidence of success. If every corporation or donor made the shift to investing in scaling and replicating evidence-based programs in communities across the country, our progress in improving student outcomes in STEM subjects would be significantly accelerated and the return on investment would most certainly be increased. Where do you see the biggest area of opportunity in advancing STEM careers?

One of the most promising opportunities to advance STEM careers is eliminating the gender gap. Research data show that women earn a greater number of college degrees than men, both undergraduate and graduate degrees, yet they are not pursuing STEM careers at the same rate. Additionally, women make up about half of the U.S. population, however only 26% of STEM workers in the U.S. are women. In order to help eliminate the STEM gender gap, we believe one of the first steps is to provide STEM opportunities to all girls starting at a young age, while fostering and maintaining their interest by overcoming stereotypes and ensuring STEM activities where girls can feel empowered. Companies can help advance this cause by supporting initiatives like STEMconnector which helps connect corporations, nonprofits and government entities to raise awareness and support young girls and women in STEM education. ■

We make a deliberate effort to seek investment and partnership opportunities that support our goal of building a future workforce, including finding ways to build clear, more effective and comprehensive pathways from K-12 to post-secondary educational



Freeport-McMoRan Inc.


Abdol Moabery Founder, President and Chief Executive Officer GA Telesis GA Telesis is a worldwide leader in providing support services to the commercial aerospace industry. With financial, supplychain, component and heavy jet engine MRO businesses spanning the globe, GA Telesis is recognized as a pioneering leader in solutions-based services in its sector. As an innovator, GA Telesis is one of the few independent companies in the world capable of providing a total-support-solution to its customers from its front door, with several fully integrated operations throughout North America, Europe and Asia. GA Telesis also provides leasing and asset management services and maintains an extensive portfolio of leased assets exceeding $1 billion in value. The company has won numerous accolades including Air Transport World’s MRO of the Year, the Boeing Gold Services Award, Aviation Week’s MRO of the Year and the Greater Miami Chamber of Commerce’s Good to Great Award.

A serial entrepreneur, he is responsible for the start-up, organization and development of GA Telesis. Mr. Moabery has 25 years of direct experience in various disciplines in aviation from flight, lease and structured finance to logistics and maintenance. He previously served as Executive Vice President of Aviation Systems International, Inc., where his responsibilities included oversight and management of worldwide operations. Prior to joining ASI, Mr. Moabery was with C-S Aviation Services, Inc., where he was responsible for the sale and marketing of the company’s aviation assets. Mr. Moabery and his wife, through their family foundation, are prominent philanthropists that have donated and directed millions of dollars to charitable causes that directly impact children and young adults. Some of these organizations include His House Children’s Home, Kids in Distress, Florence Fuller Child Development Center, Food for

109


the Poor, The Factory Youth Center, Florida Atlantic University Scholarship Fund, Unicorn Children’s Foundation, Florida Atlantic University, the ISTAT Foundation, the Wing’s Club Scholarship Fund, the March of Dimes and the Boca Raton Regional Hospital. The Moaberys also provide financial support to deserving special needs families through their commitment to cover expenses not generally covered by government programs or charitable organizations. Mr. Moabery has served as the President of the Wing’s Club Scholarship Fund since 2008, is a Trustee at Florida Atlantic University, and serves as advisor to several national and local children’s charities. Mr. Moabery received the Wright Brothers Memorial Award in 2014 for accomplishments in aviation from the GMAA. He is an honorably discharged veteran from the United States Navy.


On a global scale, there is an ever-increasing need for highly skilled candidates to enter the workforce in a STEM related field. Expertise in science, technology, engineering or mathematics drives innovation, and as the world’s leader, it is extremely important that the United States be at the front of the pack in terms of cultivating this expertise and developing this workforce. Recent studies have shown that while interest in STEM related degree types has increased over the last decade, the number of STEM related degrees coming out of U.S. Universities is disproportionate to the increasing number of job opportunities for these types of candidates. This is a deficiency that needs to be curtailed before it becomes a reality; the competition the U.S. faces from other nations as it relates to STEM education/ workforce looks only to increase. It is my belief that as a nation we are at a critical point in terms of reinventing our education system. Our current education system was developed too long ago and needs to be revamped with more of a focus on STEM related fields in order that we meet the growing challenge of maintaining the highest quality workforce. What do we need to do in the U.S. to continue to be at the top of global innovation? As a nation we need to make a concerted effort to raise awareness about the need for STEM related degree types nationwide. Our company has several initiatives in place in support of STEM education that engages students at the high school level. Our mission is to engage students in STEM fields to get them to start thinking about possible STEM related careers prior to entering college or university. We need to develop a pipeline of young students who are fully informed about the value of a STEM degree as it relates to availability for employment and success in their careers. The fact is that many students today are graduating with degrees that are not necessarily being put into use after they enter the workforce. An increase in the availability of highly-skilled candidates post-graduation will increase the United States’ ability to develop innovative new technologies, as well as economic, political and medical advancements moving forward. Beyond standards, what are the first steps that we should take to curb the STEM education crisis?

In order to curb the STEM education crisis within the U.S., I believe our first step should be to make STEM education just that: the first step. STEM education should be the focus of school curriculums well before students reach the University level. The future of innovation in this country is in the hands of our youth and it is imperative that they develop a strong base of knowledge in STEM subjects from an early age.


We need a STEM focused curriculum that starts at kindergarten level and continues through high school. Most importantly, we need to make STEM fun and engaging for students. This means more than increasing test score standards and gearing curriculums towards these subjects. As a nation we need to invest more in developing a workforce of teachers who have an understanding of how to improve not only student achievement, but student engagement. Teachers who are well versed and engaged translates to students who are well-versed and engaged. Without this engagement from young students, the nation’s position as the global leader in technological development and scientific research will continue to diminish. How can we leverage mentorships and apprenticeships to build and strengthen the STEM pipeline?

Mentorships and apprenticeships are an extremely effective way to build and strengthen the US pipeline for STEM related professionals. While a strong base of academic knowledge in STEM subjects is fundamental to success in a STEM related career field, so too is the practical application of this knowledge. Taking part in a mentorship/apprenticeship is the perfect opportunity for both pre and post graduate students to supplement their education in a STEM related field outside of the classroom. Additionally, mentorships and apprenticeships allow these students to see just how their education will be utilized in a given field or career path. This, in turn will help increase engagement in these fields and provide realworld knowledge on how these students can utilize their education in the best way possible, both for themselves and for the nation as a whole. What area of STEM are you most passionate about?

The areas of STEM that I am the most passionate about would be technology and engineering. Innovations in technology and engineering have been the cornerstone of progress within the aviation industry since the days of the Wright Brothers. Every day new developments are being made to further the science of flight, improve the aircraft and engine manufacturing process, track and analyze airport and airline consumer data, and monitor the need for repairs and maintenance on aircraft, to name just a few. These developments wouldn’t be possible without professionals with a solid background in STEM based subjects, particularly those of technology and engineering. The aviation industry will need to sustain a workforce of these bright, well-educated and forward thinking professionals in order that we can continue to innovate moving forward.■


GA Telesis

Why do you believe STEM education/workforce development is critical to our nation’s future?

Maryrose T. Sylvester President & Chief Executive Officer GE Lighting Current, powered by GE, is a digital power service built to transform the way the world uses energy. Current is a new kind of energy company designed to meet the unique needs of a wide range of commercial and industrial, municipal and utility customers. It brings together capabilities from several existing GE businesses – LED lighting, Solar, Energy Storage, and electric vehicle charging stations – along with new financing and software solutions to offer integrated energy solutions aimed at delivering increased reliability, efficiency and profitability. These advanced solutions will help customers save on their energy bills, and help utility partners better manage their distributed load.

Current, powered by GE Maryrose Sylvester is President and CEO of Current, powered by GE -- a first-of-its kind energy company that integrates GE’s LED, Solar, Energy Storage and Electric Vehicle businesses with its industrial strength Predix platform to deliver cost effective, efficient energy solutions. Current brings to market a holistic energy-as-a-service offering absent from industry today that includes sensorenabled hardware, software, fulfillment, product management and financing solutions. Prior to her role at Current, Maryrose served as President and CEO of GE Lighting where she led more than 12,000 employees from one of GE’s most iconic businesses in an exciting global transformation as world markets shifted toward energy-efficient lighting solutions. Before joining Lighting, Sylvester was President and CEO of GE Intelligent Platforms – GE’s high-technology global provider of software, hardware, services and expertise in automation, operations management and embedded computing, serving the energy, water, oil and gas, manufacturing, government and telecommunications industries. Sylvester began her GE career in 1987 as an intern at GE Motors in Ft. Wayne, Indiana. She then joined 111


GE Lighting in 1988 in the Sourcing operation. Along the way, she held positions of increasing responsibility, such as Director of Sourcing for GE Lighting Europe, based in Budapest, Hungary, and in 1997, as General Manager of Worldwide Sourcing for the business, based in Cleveland. Sylvester also served as General Manager for Global High Intensity Discharge (HID) before being named President & CEO of GE Lighting Systems in Hendersonville, North Carolina, in 2000. She was then named President of the former GE Quartz in 2002, followed by the CEO roles with GE Intelligent Platforms in 2006 and GE Lighting in 2011 respectively. Sylvester is a member of GE's Corporate Executive Council, GE’s Commercial Council and she was instrumental in helping to launch the GE Women’s Network. She is Vice Chair of the Board of Governors for the National Electrical Manufacturers Association. She serves on the Board for the Foundation Fighting Blindness, and Hathaway Brown School. Sylvester holds a B.S. Degree in Procurement and Production Management from Bowling Green State University and an MBA from Cleveland State University – both in Ohio.


When reflecting on the STEM initiative supported by our company that makes me most proud, it’s the collaboration with our MC2 STEM High School easily topping my list. In 2008, our team at GE launched the largest publicprivate partnership in our history,and one of the greatest skill-based initiatives we know of across the nation. We were the first corporate partner to agree to host one of the multi-campus, project based, transdisciplinary school known as MC2 STEM High School. Subsequently, the sophomore site of MC2 STEM has been embedded in the GE Lighting Headquarters at Nela Park in East Cleveland, Ohio, since 2009. The school, which focuses on STEM curricula and activities, is part of the Cleveland Metropolitan School District, one of the most economically challenged school districts in the country. While CMSD graduates students at about 60 percent, MC2 STEM graduated four classes thus far at an average of 94 percent. We have more than 175 volunteers from within GE giving 2,600+ hours annually as tutors, mentors, buddies and even instructors to the 100 sophomores at the school. At any given time, you may see students immersed in workshops with employees from our technology division or in rigorous projects and mentorship programs with our engineers. The goal is to provide these students with an integrated curriculum informed by real-world experiences. We seek to address the skills they will need to succeed as professionals as industry maintains a continued focus on uniting the physical digital worlds through technology. Nearly a decade ago, our GE team had the foresight to place a big bet on what we call the Industrial Internet. As more and more personal and home devices became connected to the Internet of Things, GE was focusing on the possibilities connectivity holds for bigger business and public operations. Imagine industrial factories where machinery alerts facilities managers of maintenance issues before they


impact production. Or transportation vehicles that automatically update schedules from coast to coast in real time. Or streetlights that can do anything from helping cities detect and respond to gunfire incidents to showing residents where to find parking spaces. The Industrial Internet means we are connecting to the big things that make our world run to help them run better. By engaging youth early through STEM based initiatives such as MC2 STEM, we expose them to opportunities that they may not have known existed. We are working to bring about the next generation of talent and leadership that will help us realize the incredible power of the Industrial Internet. Mentorships and apprenticeships like those we pursue with our STEM students build a different skill than that learned from textbooks or even projects that only take place within a traditional scholastic environment – they are challenged with real world assignments, experience failure and success. We want students to work in diverse teams, teams which make them think differently and learn how to work with a broad spectrum of backgrounds. When tackling the most pressing education challenges in the STEM system, the value and utility of public-private partnerships must not be overlooked. We are proof positive of the benefits at GE as seen through the success of MC2 STEM. The endeavor was a truly comprehensive community effort in which corporations, government and non-profits came together with CMSD. The union and teachers flexed to give up seniority based models, public schools partnered with charters to fill gaps, and businesses stood by to provide support and funding. The underlying belief fueling this partnership - every child should have the opportunity to attend a highquality school that prepares them to compete in a global economy reliant upon talent to digitize industry. Our world is rapidly changing, and the demand for innovators proficient in the disciplines of science, technology, engineering and math has never been greater. We have a responsibility to create, foster and support educational opportunities to help develop such innovators. I am so very proud of the work we have done with MC2 STEM High School, and look forward to watching this next generation of leaders deliver new and exciting solutions to the world’s biggest challenges.■


GE Lighting

A recent essay from the U.S. Chamber of Commerce published in the Chicago Tribune noted that, “the breadth and the depth of student experiences in STEM courses, labs, and applied learning activities ensures that they move into their careers with the skills necessary to meet a region’s STEM workforce needs.” The piece went on to say that the most effective way to attain this outcome is by schools working in collaboration with local businesses and industries.

Phebe N. Novakovic

Chairman and Chief Executive Officer General Dynamics General Dynamics is an aerospace and defense company of nearly 100,000 employees. It offers a broad portfolio of products and services in business aviation; combat vehicles, weapons systems and munitions; communications and IT systems and solutions; and shipbuilding. We operate globally through four business groups: Aerospace, Combat Systems, Marine Systems and Information Systems and Technology. The Aerospace group, comprised of Gulfstream Aerospace Corporation and Jet Aviation, is at the forefront of the businessjet industry. The Combat Systems group, comprised of Land Systems, European Land Systems and Ordnance and Tactical Systems, provides a full spectrum of combat vehicles, weapons systems and munitions for the US and its allies. The Marine Systems group is a market-leading designer and builder of nuclear-powered submarines, surface combatants and auxiliary and combat logistics ships. The Information Systems and Technology Group, comprised of Mission Systems and Information Technology provides technologies, products and services for a wide range of customers.

Phebe N. Novakovic became chairman and chief executive officer of General Dynamics on January 1, 2013. She was previously named the company’s president and chief operating officer, and a member of the company’s board of directors, in May 2012. Prior to her appointment as president and chief operating officer, Novakovic was executive vice president for the Marine Systems group. Previously, Novakovic had been senior vice president – Planning and Development since July 2005, where she was responsible for Government Relations, Communications, International, Investor Relations and Strategic Planning. She also has served as vice president – Strategic Planning, a position to which she was appointed in October 2002. Before joining General Dynamics, Novakovic served as the Special Assistant to the Secretary and Deputy Secretary of Defense from 1997 to 2001. In that capacity, she was responsible for managing processes for all major U.S. Department of Defense budget and policy decisions for the Secretary and Deputy Secretary of Defense.

113


Novakovic also worked for the Office of Management and Budget, where she served in a number of capacities, including as Deputy Associate Director for National Security, where she was responsible for managing and submitting the President’s budget for the Department of Defense and U.S. Intelligence Agencies. From 1983 to 1986, she served as an operations officer for the Central Intelligence Agency. Novakovic began her career in 1979 as an analyst for the McLean Research Center where she performed operational analyses on Department of Defense weapon systems. Novakovic was elected to the board of directors of Abbott Laboratories in 2010. She serves on the boards of trustees of Northwestern University and Ford’s Theatre, and on the boards of directors for several charitable organizations. Novakovic received her Master of Business Administration from the University of Pennsylvania’s Wharton School in 1988; she completed her undergraduate studies at Smith College in 1979.


General Dynamics employs nearly 40,000 STEM professionals across our ten business units at all levels of the workforce. In the past, a company’s STEM professionals were in the management workforce, and the labor workforce was devoted to touch labor. Today, however, we need significant STEM knowledge across every part of the workforce. Our products are simply too complicated, and our manufacturing processes simply too streamlined,to function any other way. Today, we undertake manufacturing operations without conventional engineering drawings, but rather employ a digital system which provides realtime updates. The degree of technological savvy of our workforce at all levels is breathtaking, and it is increasing. Whether our employees come into the workforce with a STEM foundation from high school, technical school, college or graduate school, we build upon that foundation to provide the advanced specialized knowledge required for the pace of innovation our customers demand. At General Dynamics, we also believe that a STEM background is conducive to problem solving. STEM professionals are accustomed to working together to proceed carefully and logically through a problem. In today’s complex world, we need people who are interested in finding solutions. Real problem-solving requires innovation, rigor and intellectual discipline. Those things are not exclusively found in the STEM fields, but they are certainly found there in high concentrations. Simply put, the world today needs problem-solvers, and STEM education produces problem-solvers. STEM professionals are also highly-suited for our culture of continuous improvement. The dedication many of our STEM professionals have to continuous improvement allows us to achieve cost, schedule and capability gains year after year. They are conditioned to ask constantly whether we can do better, and then to work to achieve results. What traits do corporate leaders need to effectively support and advance STEM education today?

At General Dynamics, our senior leaders believe that it is a central part of their job to train the next generation of leaders. This is especially important in our STEM workforce, given the highly specialized, complex products we offer. Today, there are thousands of engineers at General Dynamics Electric Boat working to design the next-generation ballistic missile submarine. That submarine will be in service until 2079. Quite literally, we are building the military of the future, and it is impossible to do so without the best engineering talent in the world. Whether they are building advanced military communications networks, submarines or surface naval combatants, combat vehicles or business jets, our engineers need the kind of specialized training that can be found only on a job site. That’s why we invest daily in recruiting, training and workforce development for our STEM professionals. In addition, we promote our STEM professionals. I believe that both students and young STEM professionals need to be able to look one, two, or several levels up in the organization and see people who have serious technical skills and knowledge, and a STEM education. Our STEM professionals know that their STEM knowledge is a prerequisite for nearly all of our most important leadership positions. Finally, like many companies, we believe that it is helpful in advancing STEM education to offer opportunities to promising students, so that they can gain valuable exposure to complex problems of design, engineering and manufacturing. At many of our businesses, these programs are a critical pipeline to STEM talent, so it is a mutually beneficial relationship. How is your company infusing diversity in STEM initiatives?

Given the breadth of our products, our engineering challenges are among the most complex in the industry. I have long believed that one of the key benefits of a heterogeneous workforce is that it brings about diversity of thought. We need people from diverse backgrounds, because they bring a different view to a problem, which might well have been missed in a more homogenous environment. As many have noted, however, some groups have typically been underrepresented in STEM careers. For this reason, General Dynamics has sought to support the effort to encourage more minorities to enter the STEM fields, and was named a Top 20 Employer by Workforce Diversity magazine last year. At all levels of leadership, we stress the importance of diversity of thought and we use that principle to drive recruitment of diverse candidates for our STEM jobs. ■

We look for our corporate leaders to have a strong baseline in STEM, or at least a willingness to learn. At General Dynamics, no level of leadership has the luxury of dismissing technical issues. We are all STEM leaders, at every level, and we are engaging with our STEM workforce on technical issues.



General Dynamics

STEM is essential to the technological superiority of the United States military. The defense industry, working hand-in-hand with our military customer, provides US service members with the best technology and capabilities in the world. This qualitative advantage is itself a force for peace; our enemies must consider the presence of capable men and women operating the most sophisticated weaponry available, deployed around the world. That technological overmatch can only persist if our defense industry continues to have the finest STEM professionals in the world.

Gordon B. Fowler, Jr. President and Chief Executive Officer Glenmede Founded in 1956 by the Pew family to manage their charitable assets, The Glenmede Trust Company, N.A., (“Glenmede”) is among the nation's leading investment and wealth management firms. The company oversees more than $30 billion of assets under management for high-net-worth individuals, families, family offices, endowment, foundation and institutional clients. Headquartered in Philadelphia, the firm has offices in Ohio, Delaware, New Jersey, New York and Washington, DC. For more information, please visit www.glenmede.com.

115

Gordon B. Fowler, Jr., is President and Chief Executive Officer of Glenmede and a Director of The Glenmede Trust Company, N.A. With more than $30 billion in assets under management, Glenmede remains independent and exclusively focused on the business of investment and wealth management.

Equity Management for Institutional Asset Management. Over the course of his career, Mr. Fowler has been responsible for the development of numerous equity and asset allocation strategies, and has authored and co-authored several pioneering articles on private client and institutional investing.

Mr. Fowler also serves as Glenmede’s Chief Investment Officer. In this role, he is responsible for investment strategy, fund management and research. He joined Glenmede in 2003 following a more than 20-year career with J.P. Morgan where he served in several management positions, including as Global Head of Investment Management of the Private Bank and as Head of Quantitative

Mr. Fowler received a B.A. from Brown University in 1981 and a M.S. from New York University Graduate School of Business in 1985. He has served on the boards of numerous national and community organizations including the Curtis Institute of Music, the Church Pension Fund, Philadelphia Futures, The Widows Corporation and St. James School.



Thoughtful Innovation as a Way of Doing Business

We embrace thoughtful innovation as a meaningful way of conducting business and believe it results from the commingling of an understanding of history, tradition and human behavior with a STEM mindset. As such, we are committed to developing individuals as they advance in their careers, encouraging them to tap into both of these ways of thinking. We facilitate collaborative workshops with our managers around coaching and providing feedback, invest in personal growth through continued learning certifications, and have developed a large suite of interactive e-learning topics to provide supplemental education. The implementation of experiential learning programs for our interns and associates is a testament to our commitment to learning and development. These programs not only immerse our early career professionals into a function but give them exposure to other facets of the business as well. We provide them with direct access to leaders of business lines and not only accept, but encourage, feedback. These experiential learning programs culminate in an Innovation Challenge in which participants are tasked with applying the skills they have learned to evaluate a challenge at Glenmede and present a solution to senior management. We believe the cultivation of our early career professionals will meaningfully impact not only their careers, but the very future of Glenmede.


The Value of Diversity

Glenmede understands the value of diversity from an educational, personal and professional perspective. From an investment perspective, the merging of investment science with the desire for impact and diversity has enabled us to generate new ideas and test new strategies while creating measurable social and environmental impact alongside financial returns. From a client engagement perspective, we strive to ensure our employee population consists of a wide range of cultures, backgrounds and beliefs. Through these efforts we are able to understand and represent multiple perspectives and provide the highest levels of thoughtful consultation to our clients. One population we have made an effort to ensure is well represented across the firm is women. More than half of our management committee is represented by women, one-third of our client-facing staff is women, and since 1972, women have served on our board of directors. We understand and appreciate the many roles women play and are committed to fostering the growth of female employees through coaching, career development and a family-friendly work environment. In addition to our internal efforts, we partner with Million Women Mentors (MWM), a STEMconnector initiative, which seeks to encourage mentoring relationships in STEM fields in an effort to increase the number of women pursuing careers in these areas. We are also committed to supporting underprivileged youth within our local community. Through our work with City Year, we have helped close the gap between student needs and school resources in high-poverty communities. We partner directly with Cristo Rey High School in Philadelphia to provide opportunities for students to gain early exposure to STEM fields, thus further expanding their horizons as they consider future educational opportunities and career training. As I look forward to the future, I am excited about the vast opportunities for growth both within Glenmede and within STEM fields. We will retain a fiduciary culture consistent with investing and responsible advice, while leaning forward to thoughtfully innovate ahead of changing markets and client needs. Maintaining our collaborative environment and cultivating the next generation of employees, while embracing diversity, will be instrumental to driving our success.■


Glenmede

Although I earned a graduate business degree in quantitative analysis, a career in STEM was not always my intended path. While I entered college with the intention of becoming an engineer, I quickly handed in my slide rule and went off to pursue my first love, the study of economic history. After graduation, thanks to fate and luck, I ended up in the investment department of a New York City bank and discovered the investment field was in desperate need of leaders who could fuse the worldliness and breadth of the humanities with an analytical, science-oriented mind. At Glenmede, I am afforded the opportunity to encourage this same thinking not only in our investment practice, but across all lines of our business. Our advisors and planners handling complex client matters related to evolving trust and estate law, our investment professionals managing portfolios amid volatile markets, and our human resource professionals cultivating talent all benefit from being able to tackle problems in unexpected, thoughtful ways.

Sylvana Coche Founder and Chief Executive Officer Gravity Pro Consulting Gravity Pro Consulting is an SAP Gold Partner and valueadded reseller, specializing in helping organizations realize competitive advantages and organizational efficiencies through the power of SAP solutions. Gravity Pro brings over 18 years of in-depth experience working with companies of all sizes to provide SAP software licensing, consultation redesigning key business processes, and full implementation services. Gravity Pro holds the distinction of being North America’s leading woman-owned SAP reseller authorized to provide SAP solutions — including the newest cloud-based technologies Ariba™ and SuccessFactors™, SAP Mobile solutions, SAP HANA™ and SAP Business Objects. Gravity Pro has in-depth experience working with companies of all sizes and provides full implementation services, business process strategy, and SAP software licensing.

Sylvana Coche founded Gravity Pro Consulting with the belief that the path to realizing the power of SAP enterprise solutions is through forming client partnerships that meld equal measures of deep technical expertise with thought leadership on aligning technology to achieve organizational excellence, competitive advantages, and realize strategic business objectives. Sylvana brings more than nineteen years of SAP software experience both in the US and internationally. Her track record of successful strategic initiatives with high-profile organizations includes a full spectrum of services, including program management, project management, executive advisement and solution architecture. These fortified services offer her clients a partnership renowned for progressive thinking, efficiency and measured success in their industries. The roots of Sylvana’s career began with Rolex Industries in Geneva, Switzerland, an early adopter of SAP technologies. Prior to founding Gravity Pro Consulting, she was Vice President, SAP practice with a SAP Gold partner where 117


she established herself as a trusted partner to international clients implementing SAP. Through her leadership, Gravity Pro has achieved status as an SAP Gold Channel Partner, and is the only woman-owned business in North America authorized to resell SAP solutions for all licenses across SAP. Sylvana’s acumen for not only SAP technology but her ability to identify key organizational and operational efficiencies for progressive business strategies has awarded her to lead the STEM (Science, Technology, Engineering and Mathematics) Women Entrepreneur National Initiative and Co-Chair the organization to represent the Technology trend and success best practices. In addition, Sylvana received an award from the Mayor of Los Angeles and California Commissioner for the 2015 Wonder Women Tech Innovator Award. Sylvana was recently recognized by Enterprising Women Magazine for the 2015 Enterprising Women of the year Award and a finalist for the 2014 Ernst & Young National Entrepreneurial Winning Women Award.


I founded Gravity Pro Consulting in 2007 with a laptop, a 9 month and 4 year old daughters , and with only industry references to go off of and very strong solution architect skills and worldwide reputation. I had a humanistic approach and values to gain a deep understanding of customers’ challenges, goals, resources and obstacles. I had to go above and beyond any other company to become a VAR due to its’ exclusivity. In most cases, obtaining a VAR status is only open to big consulting companies. And to this day, GPC is the only women-owned certified SAP VAR in North America. Today, GPC is the largest SAP reseller in North America. This industry is male dominated and it is a constant fight in proving again and again that I have the skills and experience to succeed in this industry. I had to bring trust and skills to win, especially to overcome the financial background that I may not have compared to the big 5 and other large corporations. This is a hurdle in each sales cycle that I must keep fighting and winning. The current Gravity Pro Consulting goal is to establish reference in at least one industry every year. Through focused annual business development in new regulated industries, Gravity Pro Consulting rapidly becoming more valuable and more visible for its contribution as a recognized industry leader. The next logical industries for Gravity Pro Consulting to


target are insurance and healthcare, as these are highly regulated where SAP and Software AG are well-represented, thereby showing great potential growth. In order to enhance the value we bring to our customers; Gravity Pro Consulting continues to provide value based business solutions that very few suppliers, if any, can match. Our goal is to continue building on our strong foundation to create diversity supplied software and technology services function that other competitors could not easily imitate and our customers can benefit from, due to our depth of experience and our commitment to excellence. After everything I have created in the past nine years, I have been recognized with numerous awards: Leading Woman Entrepreneur in STEM in 2015, Innovative Technology and role model for women by Mayor of Los Angeles and California State in 2015, Enterprising Women Magazine for the 2015 Enterprising Women of the Year, finalist for the 2014 Ernst & Young National Entrepreneurial Winning Women of the Year Award, 2012 Emerging Business Award in Technology Orange County, Top 40 Largest Women-Owned Business in the Orange County Register. In Addition, I was personally highlighted in the 2014 Minority Business Entrepreneur Magazine Cover Article “Women who succeed in Male Dominated Industries”, 2013 Professional Women’s Magazine “Never Give Up”, and the 2013 WBENC President Report Cover Article “WBE Success Story, Southern California Edition”. Gravity Pro was furthermore publicized in Southern California Gas 2013 Annual Report “Achieving Strategic Advantages and Diversity Spending Goals”, in addition to being featured in the CNN Business Day Video Segment “Improving Efficiencies”. I see the importance for future STEM Education making it mandatory to spend at least 40% of my time as a speaker for major events around the nation. While acquiring these professional accomplishments and successes, I recently established Le Caillou Blanc, a foundation where world leaders, visionaries and heads of industries can come together to create and manifest their vision of the future. Set in the majestic tranquility of Mont Blanc at the base of the French Alps, my foundation and world class retreat allows for brilliant minds to meet and create new ideas that can benefit the world and thinking of a new way of leading politically, economically and humanely for this generation and the next generation of leaders.■


Gravity Pro Consulting

I was born into a poverty stricken family as the youngest of four children with two illiterate parents. I was determined to start a better life for myself and help my family who immigrated from Italy to France. At 14, I lost my dad to cancer and worked every weekend, vacation and nights to pay for my studies to attend the best school in France. Due to my excellent grades and hard earned money, I was able to receive my Master’s Degree in Business and Engineering. I left home at 18 years old and lived alone while working and paying for my studies. I had to take many risks by leaving high paid and stable jobs in order to advance in my career. After college, I started working at Rolex in Geneva, Switzerland, then went on to become a manager at Cap Gemini, and soon left my entire family and life I knew behind to move to the U.S. and join Oakley to run their Worldwide SAP implementation. This opportunity allowed me to travel and work all over the world such as New Zealand, Australia, Mexico, Canada, Japan, and Europe. It was soon after I joined one last big consulting firm before leaving in 2007 to create my own company.

Ilene S. Gordon Chairman, President and Chief Executive Officer Ingredion Incorporated Ingredion Incorporated (NYSE: INGR) is a leading global ingredient solutions provider.The Company turns corn,tapioca, potatoes and other vegetables and fruits into value-added ingredients and biomaterial solutions for the food, beverage, paper and corrugating, brewing and other industries. Serving customers in over 100 countries, our ingredients make yogurts creamy, candy sweet, paper stronger and face creams silky. A FORTUNE 500 company with 2016 net revenue of $5.6 billion, Ingredion has approximately 11,000 employees worldwide, including hundreds of accountants, computer experts, engineers, finance professionals and scientists.

Ilene Gordon is chairman, president and chief executive officer of Ingredion Incorporated, a leading global supplier of ingredient solutions to diverse industries. Ms. Gordon joined Ingredion in May 2009 from Rio Tinto Alcan where as president and CEO of Alcan Packaging she led a $6.5 billion global packaging business based in Paris, France. Over her 10 year tenure with Alcan and Pechiney, which was acquired by Alcan in 2003, she held various leadership positions, starting as president of Pechiney Plastic Packaging. Ms. Gordon spent 17 years in executive roles, at the Packaging Corporation of America, a division of Tenneco Inc., including a corporate VP position leading quality and operations. Before joining Tenneco Inc., Ms. Gordon

119


spent two years at Signode, a leading global packaging company specialized in materials handling, which today is a part of Illinois Tool Works. Ms. Gordon began her career at the Boston Consulting Group (BCG), an international management consulting firm, as a strategy consultant, based in the Boston, London and Chicago offices. Ms. Gordon holds a Bachelor of Science degree in mathematics, Phi Beta Kappa, from the Massachusetts Institute of Technology (MIT) in Cambridge, Mass., and a Master of Science degree in management from MIT's Sloan School of Management.


For the past 50 years or more, technological innovation drove almost half of the economic growth in the United States. In the coming years, growth in STEM jobs is projected to outpace total job growth and 80 percent of jobs in the next decade will require technical skills. Experts estimate that we could boost incremental annual GDP growth per capital just by enhancing the math proficiency of our students. However, we are falling behind other countries in the quality of STEM education. U.S. high school students rank far behind their peers in other industrialized countries in math and science. And, we lag in quantity as well. In 2012, OECD ranked the United States close to the bottom of the list of countries graduating college and university students in natural sciences and engineering. The bottom line: It’s estimated that the United States may be short as many as one million STEM professionals by 2022 and risk losing our competitive advantage in science and technology. As a leading manufacturer of ingredient solutions, Ingredion relies heavily on employees with STEM education or training. Technical innovation helps drive our growth, yet shortage of qualified employees could be an obstacle and it must be addressed. What area of STEM are you most passionate about?

My STEM education has been one of the keys to my success in the business world. Whether it’s science, technology, engineering or math, I believe an education in any of the STEM disciplines enhances analytical thinking, which is essential to making sound, fact-based business decisions that drive results. Without shop class in elementary school, physics and calculus in high school, math and science classes as an undergraduate, and a world-class business school education, I would not have been properly prepared to earn the opportunities and positions that I’ve had. Data, information and knowledge leveled an often male-dominated playing field for me. If you have done your homework, if you have the facts, if you have the right answers, you have power, influence and equality. In fact, it’s no surprise that the majority of the female CEOs of FORTUNE 500 companies have STEM degrees.

I am entirely confident that fielding a more balanced gender workforce—not to mention a more ethnically diverse one—will positively change the game. And not just for my company, but for all companies, for medicine, for education, for humanitarian efforts, for the advancement of the human race. From an early age, I was exposed to science and math and my interest was encouraged by my parents and teachers. This support gave me the confidence to push the boundaries and break barriers in then male-dominated classes and professions. But not all young girls growing up have the same experiences. Ingredion is a strong supporter of Girls 4 Science, a nonprofit group dedicated to exposing Chicagoarea girls to science, technology, engineering and math. It’s a fantastic grassroots organization that helps girls overcome barriers to achieving success in STEM fields. While grassroots programs like Girls 4 Science may initiate interest, these are only catalysts in launching STEM careers. Without additional opportunities in higher education, the dreams of these budding STEM professionals could be thwarted. That’s why continued public and private support for STEM education at our nation’s college and universities should be a priority. What do Corporations need to do to create more STEM careers and fill existing jobs?

As an innovative manufacturer of ingredient solutions, we depend on qualified employees with technical expertise to work across many functions – from research and development to operations, to IT – in locations around the world. In some areas, there’s strong competition for the best and brightest talent. We reach out to schools with STEM programs to promote Ingredion as an employer of choice and to identify outstanding candidates. We also offer training and development programs to current employees to update and enhance their technical skills. Finally, we support programs that expose young students to STEM careers and education in an effort to capture their interest and motivate them at an early age.■

How do we encourage students, particularly women and underrepresented minorities to continue their study of STEM subjects?

As an MIT undergraduate, the male to female ratio in my class was 10:1. Today, approximately 60 percent of college attendees are women, but only about 30 percent of STEM degrees are awarded to women. And, while women represent approximately half the college-educated employees in the U.S. workforce, women hold only 25% of core STEM jobs, such as physical scientists, technologists, engineers, programmers and mathematicians.



Ingredion Incorporated

Why do you believe STEM education and workforce developments are critical to our nation’s future?

Mark Sutton Chairman and Chief Executive Officer International Paper International Paper has been providing fiber-based packaging and paper solutions to the world’s largest consumer and industrial brands for more than a century. That says a lot about the enduring value of the products we make and our commitment to safe, sustainable business practices. It also speaks to the talent, engagement and commitment of our employees and the strong leaders they become. Our culture and people supported by our commitment to safety, sustainability, customers and operational excellence are essential to our long-term vision to be one of the best, most respected companies in the world. International Paper, headquartered in Memphis, Tenn., is a global leader in packaging, paper and pulp with manufacturing operations in North America, Europe, Latin America, Russia, Asia and North Africa with approximately 58,000 employees to serve customers worldwide.

Mark Sutton became chairman of the International Paper Board of Directors on January 1, 2015 and CEO of International Paper on November 1, 2014. Immediately prior to becoming CEO, he served as president and chief operating officer with responsibility for leading the company’s global businesses. He has been a member of the International Paper board of directors since June 1, 2014. Sutton has been with the company his entire career. He joined International Paper in 1984 as an engineer at the Pineville, La., mill. In 1994, he was named mill manager at the Thilmany, Wisc., mill which at the time was part of International Paper’s industrial papers business. In 2000, Sutton relocated to Europe to serve as director of European corrugated packaging operations and was promoted to vice president and general manager responsible for all corrugated packaging operations across seven countries in the EMEA (Europe, the Middle East and Africa) region in

121


2002. In 2005, he was named vice president of corporate strategic planning and relocated to Memphis. He was named senior vice president, global supply chain, in 2007 and in 2009 became senior vice president, printing and communications papers – the Americas. Sutton was appointed to senior vice president, industrial packaging, in November 2011. Sutton serves on the American Forest & Paper Association board of directors and the International Advisory Board of the Moscow School of Management – Skolkovo. He is a member of The Business Council and the Business Roundtable. Sutton was appointed to the U.S. Section of the U.S.-Brazil CEO Forum and also serves on the board of directors of Memphis Tomorrow and board of governors for the New Memphis Institute. He holds a Bachelor of Science degree in electrical engineering from Louisiana State University.


Sustaining operations in a manufacturing-based company requires a significant amount of human capital with strong technical, analytical and problem solving skills. From the boardroom to the engineers, technology teams, control room operators and maintenance crews, we have a vested interest in ensuring there is a skilled workforce to keep our global operations running safely, reliably and cost-effectively. The US Department of Labor estimates significant short falls in qualified college graduates with sufficient STEM related skills to meet the rising demands of employers over the next three to five years. This estimated gap and International Paper’s broadbased needs has led us to expand our approach to STEM both inside and outside the company. Educational Outreach

Ensuring an effective STEM curriculum exists in primary, secondary, trade schools and universities is a critical component to building a technically-skilled workforce. Attracting young and diverse talent STEM programs is largely dependent on structuring them in a way that builds confidence and is relevant, fun, and not intimidating. As a major employer in many of the communities where we operate, we engage with local school systems, technical colleges and universities to support and enhance their STEM programs. Our educational outreach includes classroom interaction, technology demonstrations, career day participation, after-school STEM program sponsorship and many other activities. Our main focus is to inspire and motivate a diverse group of high school and middle school students to pursue a STEM-related education. We recognize the role educators play in encouraging students to pursue STEM educations. We provide practical information to teachers, school administrators and counselors to equip them to provide guidance to students. We inform them about the growing volume of US-based technical and manufacturing jobs and the rewarding careers available to students with STEM skills. Through these efforts, we broaden their understanding of the scope of job opportunities and salary rewards that exist for students who pursue STEM courses of study. We engage with city and state governments to influence STEM programs and efforts, through our leadership support. Our goal is to increase the alignment, collaboration and effectiveness of STEMrelated activities that are not well coordinated across stakeholder groups including high schools, universities, local businesses and governments.


Enhanced recruiting initiatives and internship programs are another significant part of our approach to target and enrich the educational experience of students pursuing STEM careers. We augment many of these activities financially with educational grants through the International Paper Foundation. Professional and Technical Development:

Expanding STEM education into the workplace through professional and technical development is essential to ensure the current workforce is equipped to handle changing technology. International Paper’s professional development philosophy is based on a 70-20-10 approach. We target 70 percent of an employee’s development through on-thejob experiences. By rotating employees through a variety of positions early in their career, we help them establish a broad skill set and diverse work experience that enables them to excel. This is especially important in STEM-centric positions. Coaching and mentoring is also important for employee development. Regular feedback sessions where employees and supervisors discuss performance successes, gaps and development plans make up another 20 percent. Training fills out the remaining 10 percent and is addressed through company-based programs or outsourced to educational institutions.We use a broad range of technical training methods that include the application of technology: video-on-demand, computer-based training, basic simulations, videoconferencing sessions, iPad®-based troubleshooting, and live e-courses. In the future, we envision having scan-ready QR codes on equipment that will allow for on-the-spot, readily available equipment and technical training. Leadership Development

We also recognize the importance of developing leadership skills and business acumen in a workforce that is heavily centered on STEM skills.Strong leadership skills translate to better employee engagement, productivity, safety, customer loyalty, profitability, and sustained growth. By developing leadership, business knowledge and STEM skills, we are helping to shape strong leaders who will drive our future success. This is a well-ingrained philosophy at International Paper. In fact, more than 50 percent of our executive leadership earned STEM-related degrees. Having leaders in our organization who possess strong analytical and leadership skills is critically important for a winning people strategy in a highly technical industry.■


International Paper

A Broader View of STEM

Jennifer Bisceglie Chief Executive Officer Interos Solutions, Inc. Interos is at the forefront of supply chain risk management (SCRM) advisory and analytical services. Interos has been leading the conversation on SCRM and enterprise risk management for almost a decade, having worked with a number of both public and private sector companies in various industries including technology, utilities and pharmaceuticals. For more information, please visit www.interos.net

Jennifer Bisceglie is an award-winning business owner of a multi-million dollar supply chain and logistics company that helps create comprehensive cyber, supply chain risk management process and technology solutions for numerous government agencies and commercial entities. Prior to founding Interos, Jennifer honed her 20 years of supply chain management experience in software companies and global distribution companies such as Manhattan Associates, Nine West Shoes (now Jones Apparel), and American Eagle Outfitters. In 2005, Jennifer launched Interos to deliver comprehensive

123


supply chain solutions to federal agencies looking to mitigate their supply chain risk and enable them to conduct business as effectively as possible. The company’s clients include the Department of Energy, National Security Agency, Food and Drug Administration, Center for Disease Control and Prevention, the Department of State, U.S. Navy, Defense Logistics Agency (DLA) and Customs and Border Protection; as well as several commercial clients.


Running a business that has a cybersecurity capability, we get asked often about the role of STEM. Although much of the cybersecurity focus, to date, is on technical skills, I think some of the softer skills, i.e. communication to the mass markets, gets lost. Not only do we help organizations with their cybersecurity programs, but we also help with training, awareness campaigns, and data analytics. All of these are supported with aspects of STEM training. I let new employee candidates know there is an art to being able to articulate our findings in a way ‘that my grandmother’ would understand. Innovation plays a large part in our business as well, especially in the data analytics we provide. Helping


our clients find different ways to apply the information we’ve collected in a way that’s meaningful to them is paramount. Our team is constantly innovating, in our technology platform, as well as our delivery approach, to ensure we meet client expectations. Much of this relies on a skills that would be learned as part of a STEM curriculum. Two of the organizations we seek for candidates,as well as partners, are STEMconnector® and Million Women Mentors. Focusing on educating our women and girls in fields such as science, technology, engineering and mathematics not only helps to grow a diversified workforce, but goes far to build self-confidence and depth of skillset for careers that cannot be predicted at this point in time. It’s not all about hard coding and engineering linear fields – there’s so many iterations of the specifically taught curriculums to come. And organizations such as STEMconnector® and Million Women Mentors are part of the brain trust that are consolidating these efforts – to ensure measureable impact and sustainability for future generations.■


Interos Solutions, Inc.

A recent report by the U.S. Congress Joint Economic Committee says that although the U.S. has previously led the world in innovations because it has produced top scientists and engineers, the growing need for STEM professionals is outpacing the supply of qualified individuals to maintain U.S. economic growth and competitiveness in the modern global economy. What better reason to focus a company on increasing the economy we exist in, mentoring the next generation, and ensuring a pipeline of capabilities that will help our national – and global – economy for years to come.

Alex Gorsky Chairman and Chief Executive Officer Johnson & Johnson Johnson & Johnson is the world’s largest and most broadbased health care company, providing products and services in the pharmaceutical, medical device and diagnostic and consumer sectors. Alex Gorsky, Chairman and CEO, leads approximately 128,000 Johnson & Johnson employees in our 275 operating companies around the world in meeting one single purpose – “Caring for the world, one person at a time.” Our founders had deep backgrounds in science and engineering, and our 127-year history is grounded on delivering innovations that have contributed to major medical advances inspire by STEM solutions. These include the pioneering of sterile surgical practices in the 19th Century, to delivering the first FDA-approved medicine for multi-drug resistant tuberculosis in the past 40 years. Johnson & Johnson aims to address significant unmet medical needs around the world, and is incredibly proud that more than one billion healthcare consumers across the globe rely upon the use of our innovative products each day.

Alex Gorsky is Chairman and Chief Executive Officer of Johnson & Johnson. His broad understanding of science, technology, engineering and mathematics has helped him excel as a leader in the healthcare industry over the last two decades. Alex began his Johnson & Johnson career as a sales representative with Janssen Pharmaceutical in 1988, and over the next 15 years advanced through positions of increasing responsibility in sales, marketing and management. In 2001, Alex was appointed President of Janssen, and in 2003, he was named Company Group Chairman of Johnson & Johnson’s pharmaceuticals business in Europe, the Middle East and Africa. Alex left Johnson & Johnson in 2004 to join the Novartis Pharmaceuticals Corporation. Alex returned to Johnson & Johnson in 2008 as Company Group Chairman for Ethicon, Inc. In January of 2011, Alex was named Vice Chairman of Johnson & Johnson’s Executive Committee. As Vice Chairman, Alex was responsible for Johnson & Johnson’s Medical

125


Devices & Diagnostics segment; the Johnson & Johnson Supply Chain; the Company’s Government Affairs & Policy Group; the Company’s Health Care Compliance and Privacy Group; and the Johnson & Johnson Development Corporation, the Company’s venture capital subsidiary. A longtime advocate of diversity and inclusion, Alex was named the 2009 Mentor of the Year by the Healthcare Businesswomen’s Association, an organization he has been involved with for many years. He has been the Executive Sponsor of two Johnson & Johnson employee resource groups, the Women’s Leadership Initiative and the Veteran’s Leadership Council. Alex holds a Bachelor of Science degree from the U.S. Military Academy at West Point, N.Y. and spent six years in the U.S. Army, finishing his military career with the rank of Captain. Alex earned a Master of Business Administration degree from The Wharton School of the University of Pennsylvania in 1996.


Where do you see the biggest area of opportunity in advancing STEM jobs/careers?

I believe that health care is the number one issue facing every country, and that it will continue to be for the foreseeable future. Constant innovation will be needed to meet the growing needs and demand for accessible and affordable quality health care among the aging global population and rising levels of middle classes in countries around the world. The answer rests well beyond products and services, and must include developing new and more effective strategies, systems and processes. The foundation for meeting this challenge is a commitment to well-funded and academically rigorous STEM education.

The latest U.S. Labor Department statistics project that the 20 fastest growing occupations for 2014 and 2015 will require significant math and science backgrounds. Johnson & Johnson is the global health care leader today because of the talent and capabilities of our employees, and through the significant investments we make in research and development, we create both demand and opportunities for highly skilled people who want to make a positive impact on society. Of course, we can’t predict what the next generation of scientists and innovators will come up with, but we know for sure they will need the foundation STEM training and discipline affords.

What do we need in the U.S. to continue to be at the top of global innovation?

Innovation in the workplace begins in the classroom with exposure to STEM focused projects, programs and curricula. So much of the global economy is driven by the technological workforce of today. If the United States wants to remain the economic and technological leader in the 21st century global marketplace, it must invest in STEM education. Our workforce must excel in science, technology, engineering and math. That’s where the jobs are today and will expand in the future. A STEM education is worth the investment and I believe the payoff will benefit society exponentially. What area of STEM are you most passionate about?

When I walk into a room with Johnson & Johnson scientists and researchers, I am always overwhelmed by their intellectual discipline and scientific passion, and when I witness their incredible advances, it is clear they are drawing on all of the STEM disciplines. This training enables our teams in today’s fast-changing world to live up to our responsibility to the doctors, nurses and patients, the mothers and fathers, and all others who use our products, which Robert Wood Johnson delineated for us when he wrote Our Credo in 1943.


What is your advice to those involved in promoting STEM Education?

First, thanks for what you’re doing! This work is vitally important the country’s future success. It is important to paint the big picture when it comes to STEM, and the story is not merely about examining molecules and isolating viruses – though those tasks are vital parts of that story. The narrative we need to lay out is a much larger one. It speaks to solving global health problems that loom large before us – problems that do not respect geopolitical borders or disparities in age. A society educated and passionate about science, technology, engineering and math can help solve those problems, and we are proud to have a role in supporting and inspiring students to pursue a STEMfocused education.■


Johnson & Johnson

How do you believe STEM education can improve a nation’s competitiveness?

Michael Araten President and Chief Executive Officer K'NEX and The Rodon Group Founded in 1992, K’NEX Brands, the world’s most innovative construction toy company, was established to make and sell what has become one of the world’s leading integrated construction systems for children, and is America’s STEM building solution. Winner of over 350 international awards and recognitions, K’NEX is focused on Building Worlds Kids Love® and encourages youngsters to “imagine, build and play.” From the living room to the classroom, K’NEX has building toys specially designed for every age group and skill level. The K’NEX family of brands includes K’NEX Building Sets, K’NEX Thrill Rides, K’NEX Education®, K-FORCE Build and Blast™, Beasts Alive®, Mighty Makers®, Mario Kart Wii™, Mario Kart 7™, Mario Kart 8™, Super Mario™, Plants vs. Zombies™, Lincoln Logs® and Tinkertoy®, under license from Hasbro, and more. Since 1992, The Rodon Group®, a subsidiary of K'NEX Brands, L.P., has manufactured over 36 billion parts for the K'NEX building toy system. Join us as we help build the leaders of tomorrow. For more information, please visit www.knex.com or www. rodongroup.com.

Michael Araten is the President and CEO of K’NEX, LPG, (the global building toy company), www.knex.com, and The Rodon Group, (one of the America’s largest plastics injection molders), www.rodongroup.com. K’NEX building toys are distributed to nearly 40 countries, and over 95% of the component parts are made at The Rodon Group. K’NEX Brands is focused on Building Worlds Kids Love, and encourages youngsters to “imagine, build and play.” Founded in 1992, and winner of over 370 international awards and recognitions, K’NEX Brands is the world’s most innovative construction toy company. From the living room to the classroom, K’NEX has building toys specially designed for every age group and skill level. Prior to joining K’NEX and Rodon, Mr. Araten served as Chief Litigation Counsel to Toll Brothers, Inc. as well as Senior Vice President and Corporate Counsel to O’Neill Properties Group. In those capacities, Mr. Araten was responsible for risk management, regulatory

127


approvals, human resource issues and the management of over 100 law firms in 21 states. Mr. Araten also formed numerous joint ventures, led due diligence and acquisition teams, and obtained land development approvals that created over $5 billion in new home sales and land value. As President and CEO, Mr. Araten speaks regularly on topics including advanced manufacturing, the toy industry, re-shoring, global competitiveness, entrepreneurship and innovation. Mr. Araten was recently named one of the 100 CEO Leaders in STEM by STEMConnector, and has appeared on CNBC, CNN, MSNBC, ABC World News, Bloomberg News, Fox Business, and numerous local and regional television and radio shows. Mr. Araten holds a B.A. in Political Science from Stanford University, and a J.D. from the University of Pennsylvania. He resides in Gwynedd Valley, Pennsylvania with his wife, Ellen and their children.


STEM Education and workforce development provide students today with the skills they’ll need to obtain good jobs in the future—the very skills that employers need. Without tech-savvy workers, the number of unfilled manufacturing jobs will increase. At K’NEX & Rodon, we’ve seen firsthand the resurgence of local manufacturing, with a migration of business to China during the 1980's and 1990's. As wages increase in China and the price of transportation rises, companies are returning to manufacturing in the States. Speed to market is a huge advantage and a domestic supply chain is the key to that speed. Our investment in advanced technology and more efficient equipment has given us a competitive edge over overseas manufacturers. But, we need employees who have the ability to use this technology. All across the country, skilled manufacturing workers are in great demand. These jobs are solid, well-paying, long-term careers. STEM education prepares students for these careers. It fosters critical thought, science literacy and innovation. Workers with STEM credentials are better educated. In 2011, 53% of all manufacturing workers had at least some college education, up from 43 percent in 1994. STEM educated workers with less than a bachelor's degree still enjoyed greater earnings (more than 30%) compared to those without STEM education. Each manufacturing job supports as an average of 2.9 other jobs in the economy. A commitment to developing future generations of innovators must become a priority of the federal government, public and private industry and educational institutions. Progress proceeds at the speed of trust, so we, (businesses, educators, and government), need to collaborate to build the trust required as a foundation of STEM to take root and grow. Corporations need to work with educational institutions to insure that STEM programs that align training and education with anticipated workforce needs are being developed and implemented in Pre-K through high school classrooms. The Rodon Group has developed its own apprenticeship program. Students are given the opportunity to learn tool and die making in a hands-on environment. These future industrial technologists must have a strong background in math and science skills. We are also a founding member of The Bux-Mont Manufacturing Consortium, a group of local manu-


facturing companies Bucks and Montgomery Counties, working to advance the STEM skills and education needed for the future. Corporations need to lead by example and show the pathways of opportunity. K’NEX and Rodon actively work with local community colleges and technical schools to make sure students—prospective employees—are getting the skills they need to work at companies like ours. Anyone who intends upon using manufacturing equipment as part of their career needs math and computer skills. Many companies nationwide are currently working short-handed because it is hard to find workers with the skills they need. By partnering with local schools we are taking an active role in training potential future employees, ultimately ensuring that we can fill job openings with skilled workers. Students in the programs we work with get the math, science and computer skills they’ll need for jobs that entail building and operating robots.When they begin working at our facility, they learn the manufacturing process, which we run with computers and robots. As our workforce gets older and people retire, we need a pipeline of highly trained people ready to step in. By partnering with schools, we become the employer of choice. K’NEX has partnered with ThermoFisher Scientific on their STEM Design challenge. What began as a statewide (PA) classroom challenge is on the verge of going nationwide having recently expanded in to North Carolina.This year,the STEM Design challenge asks students grades 6-8 to construct an environmentally friendly building exclusively out of K’NEX. At regional challenges students will present their budget and design to judges, and during the presentation must demonstrate that their building can hold weight to show the strength of their building. Teams ranking first in their school move on to the state finals. As this challenge grows the hope is to bring the winners of each state competition to a nationwide final. K’NEX is pleased to be a part of this exciting competition. K’NEX is America’s only STEM building solution. In 2016 we are launching our robotics set, which will help teach elementary, middle and high school students the basics of this critical industry. We design and provide over 25 K’NEX Education STEM sets for classroom use. Each set provides a complete STEM solution, focusing on STEM concepts taught in sequences that build upon each other and have real-world applications. Teacher guides include inquiry-based lessons that challenge students as they build, investigate, problem solve, discuss, and evaluate scientific and design principles in action. It is literally innovation in action. This hands-on, inter-disciplinary approach gives students the skills and knowledge they need to become lifelong learners who can solve problems, think critically, work collaboratively and adapt to change in today’s technologically evolving world. We are proud to be educating the STEM leaders of tomorrow!■


K'NEX and The Rodon Group

At K’NEX & The Rodon Group we believe that STEM is the heart of innovation. Innovation drives growth, profits & the roles of the future. There are 1.5 million unfilled manufacturing jobs in the US today. These jobs are unfilled because the employers can’t find people with the required skills. Manufacturing has changed dramatically in the past 20 years, with skilled jobs requiring computer skills, robotics and the ability to understand and operate complex equipment.

Bernard J. Tyson Chairman and Chief Executive Officer Kaiser Permanente As one of America’s leading health care providers and nonprofit health plans, Kaiser Permanente is shaping the future of health care. Founded in 1945, Kaiser Permanente’s mission is to provide high-quality, affordable health care services and to improve the health of its members and the communities its serve. Under Tyson’s leadership, Kaiser Permanente is delivering on its “Thrive” promise through an industry-leading 21st century approach to health care and health care coverage that is helping members achieve their aspirations of total health. Kaiser Permanente’s 180,000 employees and 18,000 physicians consistently deliver some of the best clinical outcomes in the nation, while the organization also is recognized as a leader in prevention, patient safety, quality and affordability. Kaiser Permanente is dedicated to care innovations, clinical research, health education and the support of community health. For more information, go to kp.org/share.

Bernard J. Tyson is the chairman and CEO of Kaiser Foundation Health Plan, Inc., and Hospitals – known as Kaiser Permanente – one of America’s leading integrated health care providers and not-for-profit health plans. With annual operating revenue of nearly $61 billion, Kaiser Permanente serves more than 10.2 million members in eight states and the District of Columbia.

affordable health care through this combination of prevention, innovation, and integration can serve as the model for health care in America. In fact, the strength of Kaiser Permanente’s approach is evident today in the continued increase in partnerships between health plans, hospitals and medical practices across the health care industry, based on the Kaiser Permanente model.

Tyson assumed the role of chairman in January 2014 and has served as CEO since July 1, 2013. His career at Kaiser Permanente has spanned more than 30 years, and he has successfully managed all major aspects of the organization, serving in roles from hospital administrator to division president to president and chief operating officer of the Oakland, California-based health care organization.

As chairman and CEO, Tyson is dedicated to leading Kaiser Permanente and the health care industry to deliver greater affordability for members, consumers, employers and government agencies. He is actively addressing the rising cost of drugs and is a strong advocate for the elimination of health care disparities by promoting the use of aggregated data from members’ electronic health records to determine the most effective treatments for optimal clinical outcomes.

Tyson believes Kaiser Permanente’s demonstrated ability to deliver high-quality and

129



America’s legacy has been built on our ability to shape the future, and Science, Technology, Engineering and Mathematics (STEM) expertise is critical to our ability to compete in an increasingly global economy. The World Economic Forum ranked the United States 44th in the quality of mathematics and science education, 29th in quality of primary education, and 3rd in overall global competitiveness in 2015. Global leaders must determine the education, skills, and areas of expertise needed for the next decade of business success and beyond, and it’s clear the students of today – and business leaders of the future – will need an increased focus on STEM to keep U.S. in the running. With the strength of STEM education in emerging countries, we need American students to be competitive so America will remain a guiding force in innovation and new technology. Success in the future will require the ability to harness the data amassed through technology and interpret its significance to shaping and improving America and the world. STEM expertise will be invaluable in determining areas of focus based on the aggregated data and its meaning. What traits corporate leaders need to effectively support and advance STEM education today

Some of the hallmarks of STEM education include not only a focus on specific skills acquisition, but on innovative approaches to problem solving, often in collaborative settings. In business, as much as we’d like to think there are clear right and wrong answers to challenges, there often is not. But there usually is a best answer based on a shared understanding of the issues, conditions and what the organization can accomplish together. To support and advance STEM education, corporate leaders should be working inside and outside their organizations to foster the right conditions for innovative problem solving, discussion and debate. In doing so, we are creating not just the best conditions for STEM education to flourish in the workplace, but in the home, where children can also experience the beauty and the freedom of exploring their ideas and inspirations, applying their minds to their generation’s opportunities and challenges.

tablet, and more. As our equipment to deliver health care becomes more technologically driven, we also need a workforce that is educated and trained for the future of health care. While the human-to-human touch will always be at the heart of care delivery, technology is enabling high-quality care that is datadriven, replicable and outcomes focused. Future breakthroughs in the fields of health care research and genetic engineering will address some of the biggest challenges of today’s critical and chronic conditions, including what I hope will be the elimination of health care disparities. Advances in applied health care sciences will help millions manage their chronic conditions with minimal disruption to their lives through new wearable technologies and telemedicine. Advice for minorities and women coming “up” in the system

The good news is more opportunities for minorities and women will be apparent in the coming decade as the high tech industry recruits a more diverse workforce to better reflect the needs of a culturally diverse consumer base. No matter your race or gender, you need to be at your best every day. Enjoy what you do; seek out mentors who can help you achieve your goals; and thoughtfully and strategically build your personal brand – You, Inc. Today, more than ever before, your social brand is foundational to your overall personal brand. The world is technologically driven, so the next generation of leaders must be both tech savvy, and participate in the conversations that are happening real time in social media. How I translate my work into innovation

As CEO of a $61 billion organization, my role is to set the course of the entire organization – its leaders, physicians and employees – on the course for the future. As an organization, we are looking ahead to what health care “could” be in 2025, and are creating cross-organizational and cross-generational synergy around identifying both opportunities and barriers so we can map to what are the most realistic and feasible developments for workforce training, technology development, digital health, and more. My role is chief futurist, creating an organization that is nimble so we can adjust to today’s demands while meeting the competitive marketplace of the future.■

Where I see the biggest area of opportunity in advancing STEM job careers

Today, care is no longer offered only in a hospital or medical office setting. Instead, we are seeing a growing need for STEM experts to bring 21st century thinking and tools to deliver care anywhere via video,



Kaiser Permanente

Why STEM Education/workforce development is critical to the future of our nation

Dr. Chris Nelson President and Chief Executive Officer Kemin Industries Kemin is a privately held bioscience company that researches and manufactures molecules to deliver important nutrition and health benefits through products consumed by people and animals. The company has more than 500 specialty ingredients, nearly 2,000 employees and operates in 90 countries with manufacturing facilities in Belgium, Brazil, China, India, Italy, Singapore, South Africa and the United States. www.Kemin.com

Described as an industry pioneer with a Ph.D. in biochemistry, Dr. Chris Nelson of Kemin Industries joined the company as its research director in 1980 and was named the president and CEO in 1993. Under his direction, the company has quadrupled in size and now operates in 90 countries with manufacturing facilities in Belgium, Brazil, China, India, Italy, Singapore, South Africa and the United States. Especially important to Dr. Nelson is STEM education and ensuring the availability of talent. Eighty percent of the company’s growth is driven by its scientific discoveries and made available by the manufacturing and distribution of approximately 500 specialty ingredients for the global feed and food industries as well as the health, nutrition and beauty markets. In 2010, during the economic crisis and just one year before the company’s 50th anniversary, Dr. Nelson announced a multi-million dollar expansion plan that has added new manufacturing facilities and new research facilities, with a new corporate headquarters building currently under

131


construction in Des Moines, Iowa (U.S.A). This has created hundreds of new STEM jobs. He received his undergraduate training at Northwestern University and his Ph.D. in biochemistry and biophysics from Washington State University. He is the holder of 15 patents, was named Entrepreneur of the Year for Life Sciences in the Central Midwest by Ernst & Young, and has authored numerous peerreviewed, published research studies. Dr. Nelson serves on the board of a leading international corporation, Community Foundation of Greater Des Moines, U.S. Global Leadership Coalition’s Iowa Advisory Council, Des Moines Symphony Board of Trustees, Dowling Catholic High School Foundation Board, and the Mercy Hospital Foundation Board of Directors. He has a passion for science education and serves on the Board of the Science Center of Iowa, where he helped raise funds for the construction of a new $62 million Science Center. He also began his two-year term as the Co-Chair of the Iowa Governor’s STEM Advisory Council in 2015.


Every study shows the same alarming trend regarding our world’s population growth and the need to create more food with fewer resources. Thankfully human ingenuity is now supported by the most amazing technology and innovation ever known to man. There is no doubt that in the next 20 years the most important advancements in all fields whether that is manufacturing, bio-sciences, research or medicine will be made through technology. While technology is at the heart of what is needed, it alone is not the answer. It takes people. Only through those trained in Science, Technology, Engineering and Mathematics (STEM) will we, the United States especially, be able to both support and compete in the global economy. What do leaders need to effectively support the advancement of STEM education?

As a leader it takes a full understanding of critical issues and the ability to communicate a shared purpose to a team of well-trained and inspired people. While this leadership is important, it is people with the right skills and education that will have the greatest impact. That’s why we support programs that interest young people in the sciences. We want to demonstrate to students the enormous impact they can have not only on their lives but the lives of others. We believe many of them will see science and technology are the tools by which they can affect or create just about anything. How has Kemin made investments in STEM?

The Science Center of Iowa is where we make some of our most significant investments. In 1970 the Science Center of Iowa opened its doors as one of the first interactive science centers in the world. At the time, hands-on programs and exhibits were considered “new wave” – now we know such interaction is the most effective way for children to engage and learn. In 2014, we partnered with the Iowa Governor’s STEM Advisory Council to create and launch the I.O.W.A. STEM Teacher Award, recognizing teachers across the state of Iowa each year for being Innovative in their methods, Outstanding in their passion for education, Worldly in the way they help students see that STEM


is everywhere and is more than the sum of its parts, and Academic through engaging students in the classroom and preparing them for higher education and high-demand careers. And we don’t stop with children. We know that informal science education is one of the best ways to not only inspire young people but to also engage their parents and grandparents, especially when it comes to the technology they use and need in today’s world. We also frequently host tours for students and community leaders to interact with Kemin scientists and researchers. It makes science tangible, memorable and “real” to those who have never seen applied science. Where do you see is the biggest area of opportunity advancing STEM jobs and careers?

The biggest opportunity will come through the recruiting and engagement of more women in science. We know women have the intelligence, creativity and ability but areas of STEM continue to be male-dominated. I believe much of our future success will hinge on doubling the number of students interested in STEM-related areas of study and that means a focused effort on programs to engage girls and women. How is Kemin connecting diversity initiatives with STEM initiatives?

We’ve understood that diversity is the key to creativity and that diversity means we have ideas coming from all sorts of people, regardless of race, gender or background. This diversity is absolutely critical in our creative process. What do you think we need to do in the U.S. to continue to be at the top of global innovation?

There is no question that the U.S. educational system has been able to produce the most creative and most productive minds in the last 100 years. The question is how to continue this in the next 100 years. The key is to help students see that a background in science, technology, engineering and math is going to be an essential part of their lives. Just as learning how to use a cell phone is critical for their communication. We need to demonstrate relevance and impact.■


Kemin Industries

Why are STEM education and workforce development critical to our nation’s future?

Lynne Doughtie Chairman and Chief Executive Officer KPMG LLP KPMG is one of the world’s leading professional services firms, providing innovative business solutions and audit, tax and advisory services to many of the world’s largest and most prestigious organizations. KPMG is the fastest growing Big Four professional services firm in the United States and is widely recognized for being a great place to work and build a career. Our people share a sense of purpose in the work we do, and a strong commitment to community service, diversity and inclusion, and eradicating childhood illiteracy. KPMG invests time, passion, and funding in organizations like National Academy Foundation and Junior Achievement, which focus on building the STEM skills of diverse youth. Learn more at www.kpmg.com/us. KPMG LLP is the U.S. member firm of KPMG International Cooperative (“KPMG International”). KPMG International’s member firms have 174,000 professionals, including more than 9,000 partners, in 155 countries.

Lynne Doughtie is Chairman and CEO of KPMG LLP — the fastest growing Big Four professional services firm in the U.S. She leads a high-performing team of more than 29,000 professionals that provide innovative business solutions and audit, tax and advisory services to many of the world’s largest and most prestigious organizations. She began her career in 1985 in KPMG’s Audit practice, and has served in a number of national, regional and global leadership roles. In addition to her U.S. leadership role, she serves on KPMG’s Global Board and Executive Committee. Doughtie most recently served as Vice Chair of KPMG’s Advisory business (2011-2015). During the course of her leadership, Doughtie steered the firm’s U.S. Advisory practice on a path of tremendous growth that has established it as the firm’s fastest growing business.

133


She serves as a board member for NAF, an organization that helps build the STEM skills of diverse youth. She is a Governing Board member for the Center for Audit Quality and a member of The Committee of 200. She also serves as a board member for the Partnership for New York City. Doughtie has received numerous recognitions including being named one of: Fortune’s Most Powerful Women in Business, Accounting Today magazine’s Top 100 Most Influential People, and the National Association of Corporate Directors’ 100 most influential people in the boardroom. Doughtie also was named the 2015 “Woman of Achievement” by the National Association for Female Executives. She is a graduate of Virginia Tech, where she earned a Bachelor of Science degree in accounting in 1985, and remains an active alumnus.


This combination of “broad and deep” skills is critical in a global economy that is intensely defined by technology, innovation, and ongoing transformation. Bolstered by talent equipped with these attributes, workforces can be agile, highly collaborative, and pioneering. The STEM disciplines are powering extraordinary innovations that are transforming how we live and work. To make the most of those advances, and foster continued innovation in the years ahead, we also need diversity of thought, experiences and skills in the STEM fields. The 2016 World Economic Forum in Davos, Switzerland provided a powerful example of why this is so important. In Davos, thousands of business, government and other leaders from around the world came together around the theme of the Fourth Industrial Revolution. The Fourth Industrial Revolution encapsulates the adoption of fastevolving technologies, such as artificial intelligence, machine learning and the Internet of Things, that will transform entire industries, business models, and society. At a time when the U.S. and global economies are shifting forcefully into an era where future growth and job gains will be STEM-related, we can’t leave any exceptional people sitting on the sidelines. It is critical that everyone has opportunities to engage as the economy makes this move, and that innovators have the proficient workforce needed to drive change. It is also important that – during a transition with such enormous potential changes – we are bringing every perspective to the table, and making the most of tomorrow’s advances. And without a focus on increasing diversity in STEM today, we run the risk of a growing digital divide, in which some groups are left behind both economically and socially due to lack of access to the latest innovations. That’s why KPMG is focused on cultivating future generations of diverse leaders skilled in these important disciplines, through strategic investments of time, passion, and funding in organizations like National Academy Foundation (NAF) and Junior Achievement (JA), which focus on building the STEM skills of diverse youth. KPMG has been devoted to all aspects of NAF’s work for years, including helping to develop NAF’s accounting curriculum, providing internships to NAF students, and serving on a steering committee that is helping to shape NAF’s STEM curriculum. KPMG employees also


serve as champions and mentors to students in NAF academies across the country, providing a wide range of opportunities including office tours, job shadows, speed networking, panels, mock interviews, and resume writing workshops. KPMG also was instrumental in recently helping JA introduce a redeveloped digital curriculum for their JA Finance Park program, which helps middle and high school students build financial literacy skills. It’s a great way for young people to utilize cutting-edge technology and build important skills through hands-on training. The program provides middle and high school students with a personal finance curriculum delivered by their teacher. Following classroom work, students travel to a JA Finance Park location -- in some cases virtually -- where their new money-management skills are put to the test with the assistance of their teachers and KPMG volunteers. The new curriculum allows students to engage in real-world financial activities such as online banking and paying bills via tablets equipped with mobile applications, while learning about concepts like insurance, credit and long-term investments. To date, more than 1 million students across the U.S. have gone through the JA Finance Park curriculum. More than 50 KPMG professionals serve on local JA boards across the country and thousands of KPMG people across the country contributed 15,000 volunteer hours in the past year alone. These efforts complement major financial support provided by both the KPMG Foundation and KPMG employees. In business, having a diverse and inclusive culture is a must. Diversity and inclusion have been strategic priorities for KPMG for years. They have become part of our firm’s DNA – and they are linked to our core values. And we continue to focus on strengthening our diverse and inclusive culture by tracking key performance indicators -- which include talent acquisition, attrition, career progression, and leadership and account team composition -- and developing appropriate action plans. Creating an inclusive, supportive environment is critical for retaining diverse youth in STEM and those already working in STEM-related careers because each individual needs to feel confident that he or she has the opportunity to succeed. More programs need to be developed to help retain diverse individuals pursuing STEM-related degrees, and those already working in STEM-related careers. The U.S. economy needs STEM talent that has breadth and depth -- replete with diverse thinking, experiences and skills. Businesses employing these well-rounded individuals will be strongly positioned to compete and win in today’s – and tomorrow’s – fast-changing global marketplace.■


KPMG LLP

The businesses that will lead the 21st century will be those with employees that are not only deeply skilled in Science, Technology, Engineering and Math (STEM), but also fortified with broad competencies that enable them to work together effectively, exercise creativity, and communicate well.

Michael T. Strianese Chairman and Chief Executive Officer L-3 Headquartered in New York City, L-3 employs approximately 38,000 people worldwide and is a leading provider of a broad range of communication and electronic systems and products used on military and commercial platforms. L-3 is also a prime contractor in aerospace systems. The company reported 2015 sales of $10.5 billion. As a provider of innovative solutions that help its customers achieve their goals, L-3 is committed to encouraging STEM education initiatives, from elementary to postgraduate schools, that turn today’s students into tomorrow’s scientists and engineers. We do this by visiting schools and universities and speaking to students about the difference a STEM education can make in their lives. We also support various STEM-related programs with communities and universities, and participate in career fairs and mentoring programs. In addition, we invite students to work side by side with our engineers in internships that often lead to fulltime positions and fulfilling professional careers.

Michael T. Strianese is chairman and chief executive officer of L-3, and a strong advocate of STEM-related education. His commitment to STEM is centered on developing tomorrow’s science and engineering leaders to ensure that our men and women in uniform have the most innovative technology available. In 2014, Mr. Strianese served on the Board of Trustees and bolstered the expansion of STEM education at his former high school with a $1 million gift as part of the Michael T. Strianese ’74 STEM Program at Xaverian, established through a partnership with Project Lead the Way. His firm belief in the power of STEMrelated education is reflected in his founding of the annual L-3 Engineers of the Year Awards program, which recognizes innovation and technical achievement across the company. Mr. Strianese played a key role in L-3’s formation in 1997 and served as the company’s first vice president of finance and controller. Following L-3’s Initial Public Offering in 1998, he was promoted to senior vice president of finance in 2001. Mr. Strianese was appointed chief finan-

135


cial officer in 2005 and in 2006 was named president and chief executive officer and was elected as a director. Until 2007, he also served as the company’s first corporate ethics officer, where he led the development and implementation of a comprehensive, companywide integrity program for L-3 employees. In 2008, Mr. Strianese was elected chairman of the company’s board of directors. Mr. Strianese served as chairman of the Aerospace Industries Association in 2014 and is a member of the Executive Committee. He is also a member of the Council on Foreign Relations. Mr. Strianese received the 2014 Coast Guard Foundation Award and he has also been recognized by the Association of the United States Army with its John W. Dixon Award for outstanding contributions to national defense by a member of the industrial community and has received the Semper Fidelis Award from the Marine Corps Scholarship Foundation, as well as the Eisenhower Distinguished Citizen Award from the Army Distaff Foundation.


Over the long term, the leaders in our industry are the companies that are able to attract and retain the best technical talent. By supporting STEM programs starting in the formative school years, we have a wonderful opportunity to inspire a love of technology and the difference it can make. In a competitive, international economy, it is our responsibility to promote STEM education as a pathway to a fulfilling life and career. What does L-3 do to promote STEM education?

We look at STEM as a mutually beneficial opportunity – both for students and for L-3. We encourage our engineers to develop mentoring relationships with students, entry-level workers and new hires. This familiarizes them with our products and technologies and fosters their ability to contribute in a meaningful way. In turn, we get the benefit of a fresh perspective and an energized workforce. We support STEM initiatives in many of our local communities as part of our focus on corporate citizenship. For example, our Salt Lake City business provides high-capacity, networked communications solutions. We work closely with Utah’s highly ranked universities to attract top engineering talent. Through our work on Utah’s university advisory boards and technology councils, we have developed strong relationships with students and administrators. Our STEM support extends to our partnerships with high schools, trade schools and community colleges.

In recruiting college graduates for STEM careers at L-3, we have developed partnerships with diversityrelated publications such as US Black Engineer & IT, Hispanic Engineer & Information Technology, and Women of Color Magazine. We also participate in important diversity-focused groups, such as the National Action Council for Minorities in Engineering (NACME), the Society of Women Engineers (SWE) and the Society for Human Resource Management (SHRM) Diversity & Inclusion Conference. Our partnerships with various universities, including MIT, are examples of our commitment to nurturing a diverse pipeline for engineering talent. How do you translate STEM education into innovation?

That’s an excellent question because it gets to the heart of our effectiveness as an organization, which is our people. The advances from STEM education only come when company mentors provide pertinent context. What is our company trying to accomplish? What are the goals of our customers? How can we build on our customer relationships? Who is our competition and how do we differentiate ourselves? All the STEM innovations won’t deliver their intended result if we’re shooting at the wrong targets, so to speak. This is why working collaboratively is so important. We are seeking pathways to connect STEM with students and our business. The more information we have and the broader our talent pool, the more likely we are to succeed in meeting our customers’ needs and helping them to achieve their goals. What implications does STEM have for our nation?

In Greenville, Texas, we provide highly technical systems for airborne intelligence gathering and systems integration solutions. We welcome Greenville High School students to our facility to work with our engineers in electrical manufacturing to learn basic skills and acquire valuable project experience. We also support the Team America Rocketry Challenge (TARC), which is the world’s largest student rocket contest and an important component of promoting STEM education to the workforce of the future. These are just a few examples of how L-3 is focusing on STEM as a strategic tool in nurturing engineering talent and staying competitive. What part does diversity play in the effectiveness of STEM-related programs?

Diversity in the workplace enriches the environment with new and different experiences and perspectives. In the context of STEM education, diversity has a direct positive impact on approaches to solving complex technological challenges. You might think of it as a shortcut to innovation, if you will, because it gives us a bigger arsenal of brainpower and a broader pool of ideas from which to create innovative solutions.


It’s no secret that technological advances abroad have mounted a serious challenge to the United States’ competitive profile. In some ways, we have become complacent about our long-held global leadership status, while other nations, our adversaries among them, have made significant inroads. The lesson here is that technological breakthroughs and innovations are not to be taken for granted. They require persistence and hard work, two of the cornerstones of STEM education. That’s why our company and our industry are focusing on STEM as a competitive discriminator. It would not be an overstatement to say that our national security is partially reliant on STEM-trained professionals. When you think about it logically, a STEM education yields innovative technologies. These lead to state-of-the-art products and services, many of which are used by our men and women in uniform. The better we are at our jobs, the more effective our military will be in defending our freedoms. Internationally, that contributes to global stability, which benefits everyone.■


L-3

Why is STEM education important?

Aymar de Lencquesaing President, North America Lenovo Lenovo is a $46 billion global Fortune 500 company and a leader in providing innovative consumer, commercial and enterprise technology. Lenovo’s portfolio of high-quality, secure products and services covers PCs (including the legendary Think and multimode Yoga brands), workstations, servers, storage, smart TVs and a family of mobile products like smartphones (including the Motorola brand), tablets and apps. Lenovo’s business is built on product innovation, a highly-efficient global supply chain and strong strategic execution. Lenovo is a global PC industry leader and is uniquely positioned to make a difference through its support of education related programs and STEM initiatives. Lenovo aims to advance, enhance and extend education at all levels through its award-winning products and technologies, community investments and STEM program sponsorships. A signature STEM program focused on teaching high school students how to create mobile apps, has been developed in partnership with NAF, reaching high schools across the country.

As Lenovo’s President of North America,Aymar de Lencquesaing is responsible for North America sales, daily operations, growth and profitability of the region -- encompassing the United States and Canada. Prior to assuming this position in April 2015, Aymar was President of Lenovo in Europe, Middle East and Africa (EMEA). Under his leadership, EMEA reached record market share and profitability across a diverse region including more than 120 countries, supported by 50 offices. Aymar joined Lenovo in 2013 to lead the company’s drive in the mobile space in EMEA and lay the foundations for the company’s expansion plans. He was promoted to president EMEA and senior vice president Lenovo Group in January 2014 and at the same time joined the Lenovo Executive Committee, LEC.

137


His 30 year career has spanned global leadership roles with companies in both the US and Europe. Over the last ten years he was based in Europe where he was corporate VP and member of the Executive Committee of Capgemini, senior VP and president of SHBG at Acer and CEO of Packard-Bell. Prior to being in Europe he spent over twenty years in California where he held a variety of leadership positions in large companies such as Softbank, Ziff-Davis and Tandon, as well as a variety of technology start-ups. Aymar graduated from the ESSEC business school in France in 1981.


To that end, Lenovo has created a signature program with NAF (formerly, National Academy Foundation) and MIT to increase the number of disadvantaged students equipped with the knowledge, skills and experience required for careers in today’s rapidly evolving technology industry. This program is called Lenovo Scholar Network and its objectives include: • Teaching high school students coding and mobile application development • Encouraging an entrepreneurial spirit, creative thinking and communications skills among high school students interested in technology careers • Donating Lenovo technology and empower students to create mobile applications that will solve our world’s problems • Launching an innovative learning opportunity in public high schools consistent with Lenovo’s corporate identity to “Never Stand Still” The Lenovo partnership is a critical component of NAF’s plan to achieve the organization’s primary goal: to close the national skills gap and graduate 100,000 college and career ready students by 2020 from urban, underrepresented areas, with specific alignment to high growth, high demand industries, including finance, hospitality & tourism, information technology, engineering, and health sciences. Lenovo Scholar Network was created as a certification program for high school students and a challenge to have a winning mobile app nationwide. Students used MIT’s App Inventor, a joint project of the MIT Media Lab’s Center for Mobile Learning and MIT’s Computer Science and Artificial Intelligence Laboratory, and teachers were supplied with an innovative curriculum to help students learn to code and develop mobile apps. To make it challenging, they competed first at the school level, then at the regional and national level. Online tools were developed to allow industry leaders and partners to learn more about the program and vote for the top five finalist teams. In addition, a public microsite for the program (www.lenovoscholars.com) was developed to promote the Network, provide a platform for anyone to view the five finalist mobile apps and video pitches and select a fan favorite. The website also allowed students the opportunity to publish guest blogs about their apps and share their experience with the program. From 2014-16, nearly 700 students, mostly from


disadvantaged populations, have learned to work as team members and gained technology and business skills through the Lenovo Scholar Network. More than half of the students who participated met rigorous criteria created by NAF and MIT to earn the Lenovo App Scholars badge. Academies leveraged their participation in the Lenovo Scholar Network in recruiting middle school students to attend their high schools and in generating interest in software development. Another Lenovo STEM program, focused on increasing participation particularly by female students, was launched in January 2016. Teaming up with FabLab, an innovative new weekly television program, www. FabLabTV.com, airing nationally (by the producers of the Teen Choice Awards), Lenovo launched a nationwide talent search named Lenovo Fabfinder to find guest reporters interested in STEM. Lenovo Fabfinder gives middle, high school and college students the chance to become a part of the FabLab TV show as correspondents and hosts, covering STEM initiatives led by young people across North America. FabLab provides a unique opportunity to help increase diversity in high tech by getting children interested in the ways STEM careers can make the world a better place. Other STEM focused programs include:

Kramden Institute: Lenovo is the founding sponsor of Kramden Institute, a nonprofit that has refurbished and donated more than 20,000 used computers to hardworking students in grades 3-12 without computer access in their homes. Lenovo employees volunteer to work with middle school students and refurbish thousands of PCs for other students each year. Boys & Girls Clubs: Our employees have hosted science-fairs, mentored students after school and donated countless hours to renovating, cleaning and building technology centers in local Clubs. Hackathon for Middle School Girls: Lenovo-sponsored STEM challenge hosted at Pathways Academy of Technology & Design in Hartford, CT. The academy is part of the Lenovo Scholars Network program. Read more in this Lenovo Scholars student blog. Lenovo In The Classroom Volunteer Day: In November 2015, more than 40 Lenovo employees visited NAF academies across the U.S., virtually and in person, engaging 1,000+ students in STEM career discussions. Lenovo North America Day of Service: Annually in April, more than 200 employees volunteer in support of education. In 2015, employees held STEM career readiness workshops and conducted mock interview sessions reaching more than 850 students. Lenovo provides all employees in the US and Canada 8 hours paid time off each year to volunteer on their own for nonprofits and causes that are important to them. Last year, Lenovo employees in North America volunteered more than 17,000 hours to support a wide variety of community issues.■


Lenovo

As a global technology leader, Lenovo is committed to developing STEM/education and workforce development in order to continue to innovate and bring products to market that change people’s lives. Our nation’s – and our world’s – toughest challenges will be solved by scientists and engineers. The country is dependent on a combination of strong talent, training, and passion that is required for our STEM professionals to succeed. It is also critical that we encourage the young generation to pursue STEM careers, so that we continue to create a pipeline of future innovators and problem solvers.

Leo A Daly III Chairman and Chief Executive Officer LEO A DALY Established in 1915, LEO A DALY is an international architecture, planning, engineering, interior design, and program management firm. The firm’s award-winning portfolio includes projects in 87 countries, all 50 states, and the District of Columbia. With nearly 800 employees in 31 offices worldwide, the firm consistently ranks as one of the top international design firms. LEO A DALY’s notable work includes Ronald Reagan Washington National Airport, the National World War II Memorial, the J. Craig Venter Institute for Genomic Research, the Pope John Paul II Cultural Center,and the Italian Chancery, Washington, D.C.; Our Lady of the Angels Cathedral and Tom Bradley Int. Terminal, Los Angeles, CA; the UNLV Lied Library and Vdara Hotel and Spa, Las Vegas, NV; the Casino del Sol, Tucson, AZ; the Midwest Regional Headquarters of the National Park Service, U.S. Department of the Interior, Omaha, NE; the Cheung Kong Center, Hong Kong, SAR; and Repsol YPF Technology Center, Madrid, Spain.

Leo A Daly III, FAIA, RIBA, FRAIA, is Chairman and CEO of LEO A DALY, a U.S.-based international architecture, planning, engineering and interiors firm. As such, he leads a team of professionals schooled in STEM disciplines who put their education and experience to work every day designing beautiful, comfortable, safe, and sustainable buildings. Mr. Daly, who holds professional registration as an architect in 48 states and several countries, received his degree from The Catholic University of America in Washington, D.C. and is a member of its Board of Trustees. In 1981, he became chairman of the architectural firm founded by his grandfather and nurtured by his father. Since then, he has provided visionary guidance for the firm’s many professionals who serve as teachers, mentors, advisors, and jurors for students preparing for STEM design careers.

139


A supporter of STEM education, Mr. Daly believes in combining professionals from engineering, architecture, planning, and interior design into teams, assuring easy communication and problem-free projects for clients. His own teaming skills have garnered him international relations awards from the Hashemite Kingdom of Jordan, the Republic of Italy, and the government of Hong Kong, SAR. The firm’s Cheung Kong Center there is a towering example of STEM proficiencies. Mr. Daly is a Fellow of the American and Australian Institutes of Architects and has been awarded the Society of American Military Engineers’ Urbahn Medal in recognition of his work in architecture, particularly leading the design and construction oversight teams of the National World War II Memorial in Washington, D.C.


For a building to succeed, every aspect of its design—from how it is structured to the size of its mechanical systems to the materials used—must be integrated and harmonious. And because each of a building’s elements are designed and configured by different professionals—an architect for one, an engineer for another—such integration requires constant collaboration. We determined long ago that multidisciplinary project teams—whose members sit together and talk with each other— head off potential design issues before they become problems. And that makes a client’s project smooth and problem-free. Our firm pioneered this STEMfriendly way of working in the architectural industry, and we apply it successfully in other ways—via crosscompany training, development, and a Leadership Institute involving team members from every department, role, and responsibility level. We believe strongly in the role of STEM in everything we do, and we invest accordingly in programs that educate and train the professionals we want to hire. Through our nearly 100 years in the architecture/ engineering/design business, we have sent cadres of LEO A DALY volunteers into STEM classrooms to serve as teachers and mentors; we have provided job shadowing to any student eager to observe our work and how we go about it. We have also committed steady financial support to STEM endeavors; for 40 years we have contributed funding for an international scholarship within the University of Nebraska’s school of architecture (we have been


headquartered in Omaha since our company’s founding there), and we support the Society of American Military Engineers’ mentoring program, a natural fit for a firm like ours that regularly partners with the Federal government on veterans’ hospitals and other facilities. Our executives have also been active in raising nearly $2 billion in funds for the University of Nebraska, an amount which includes $8 million dedicated to the school of architecture and engineering. We are very proud of one STEM initiative in particular—our support of the Peter Kiewit Institute, a high-technology learning and research institute that is home to 1500 students from two University of Nebraska colleges—Engineering and Sciences and Technology. An important part of the Institute’s mission is to develop a high-tech workforce to meet industry, business and government needs, and we consistently hire well-trained Kiewit graduates. But we don’t just hire Kiewit grads—we put them to work on projects that are proof of the value of the curriculum. The Institute recognized LEO A DALY with its Architectural Engineering Outstanding Alumni Project Award for that very reason. We are a longtime supporter of the Kiewit Institute in other ways as well; a LEO A DALY exec serves on the Institute’s professional advisory board and on its entrepreneurial awards program board, which evaluates applicants largely on STEM criteria. When it comes to promoting STEM education, we acknowledge our bias for architecture and engineering. We believe in the strength, beauty, and appropriateness of a well-designed building; we thrive on making them a reality for each of our clients; and we think there is nothing more exciting than doing so. But it is not just our conviction for what we do that attracts the future generation of architects and engineers to our field and our firm. It is our willingness to lead by example, to actively engage in STEM education, and most importantly to offer varied career paths and worldwide work opportunities. We succeed by hiring smart, welleducated students—men, women, minorities—who are as excited about the design world as we are— and by putting them to work on projects that use their knowledge and ideas. We value their skills, talent and enthusiasm, and there’s no bigger draw than that.■


LEO A DALY

At LEO A DALY, we are passionate about architecture, engineering, planning, and interior design, all professions that require grounding in science, technology, engineering, and math (STEM). Whether we are planning a campus, designing a building, engineering a control tower, or calculating the materials required for elegant and long-lasting interiors, we are applying STEM concepts every day. We bring creativity and innovation to each STEM task, and we believe the combination is a powerful one— not just in our field, but in multiple fields critical to our nation’s future. We encourage our designers and engineers to dream and envision, to think critically, and to always try new things, because history tells us that many of our nation’s most innovative solutions emerged from repeated experiments. Today, technological tools like Building Information Modeling software allow us to experiment virtually—identifying a building’s design issues before construction ever begins. We think advancing technologies will contribute in similar ways to our quest for sustainable building solutions.

Marillyn Hewson Chairman, President and Chief Executive Officer Lockheed Martin Corporation Headquartered in Bethesda, Md., Lockheed Martin is a global security and aerospace company that employs about 118,000 people worldwide and is principally engaged in the research, design, development, manufacture, integration, and sustainment of advanced technology systems, products, and services. The Corporation’s net sales for 2012 were $47.2 billion. As a member of the community, Lockheed Martin strives to be a valued partner to our neighbors, our nation and our ally countries. The Corporation supports a wide range of diverse and sustainable STEM activities that reach educators and students from elementary school through college. As an industry leader, Lockheed Martin is proud to do its part to ease the nation’s looming shortfall in technical talent.

Marillyn A. Hewson is Chief Executive Officer and President of Lockheed Martin Corporation. Prior to assuming that role on Jan. 1, 2013, she held a variety of increasingly responsible executive positions with the Corporation, including President and Chief Operating Officer, and Executive Vice President of Lockheed Martin’s Electronic Systems business area. She is also a member of Lockheed Martin’s Board of Directors, elected Nov. 9, 2012. In her 30 years with Lockheed Martin,Ms.Hewson has held several operational leadership positions including President of Lockheed Martin Systems Integration; Executive Vice President of Global Sustainment for Lockheed Martin Aeronautics; President and General Manager of Kelly Aviation Center, L.P., an affiliate of Lockheed Martin; and President of Lockheed Martin Logistics Services. She has also served in other key corporate executive roles, including Senior Vice President of

141


Corporate Shared Services, Vice President of Global Supply Chain Management, and Vice President of Corporate Internal Audit. Ms. Hewson chairs the Sandia Corporation Board of Directors and serves on the Board of Directors of DuPont. She also served on the Board of Directors of Carpenter Technology Corporation from 2002 through 2006. She serves on the USO Board of Governors, is a member of the Economic Club of Washington, D.C., and the University of Alabama’s Culverhouse College of Commerce and Business Administration Board of Visitors. She also serves as Steering Committee Chair for the Defense Industry Initiative, a nonpartisan, nonprofit association of responsible U.S. defense companies committed to conducting business affairs at the highest ethical level and in full compliance with the law. Ms. Hewson was selected by Fortune magazine as one of the “50 Most Powerful Women in Business” in 2010, 2011 and 2012.


As a generation of scientists, engineers and mathematicians begins to retire, the important technology positions they leave are becoming increasingly difficult to fill with new talent. To remain competitive, the United States must recognize this gap and emphasize the importance of STEM education and careers. Success depends on collaboration among industry, educators, policy makers and families. As an industry leader, Lockheed Martin is committed to working with these groups to develop programs that educate and inspire tomorrow’s scientists, engineers and mathematicians. Our future success — and our nation’s technological advantage — depend on a constant supply of highly trained, highly capable technical talent. As a corporation, we are committed to supporting programs, events and campaigns that focus on student achievement and teacher development to further STEM education. How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?

We need to show them how rewarding a STEM career can be. Earning a degree in science, technology, engineering and math can be challenging and requires a difficult course load in high school and college. It’s not easy, but it will prepare them for an extremely rewarding and exciting career. At Lockheed Martin, our engineers, scientists and mathematicians make a difference every single day. They lead the industry in innovation – from interplanetary space travel – to fighting cyber criminals – to building the world’s only multi-mission 5th generation fighter jet. As industry leaders and role models, we need to help students from all background see the benefits of pursuing these careers, the importance of this work to our nation, and how fulfilling it can be. We also need to break down the stereotypes that sometimes discourage women and minorities to pursue these vital careers. What STEM initiative that your company has participated in are you most proud to support?

At Lockheed Martin, we support a variety of STEM initiatives and organizations. We are especially proud of Engineers in the Classroom, our K-12 STEM education


outreach initiative, which includes programs like FIRST Robotics, Team America Rocketry Challenge, 4-H Robotics Clubs, and Project Lead The Way. Each of these programs enables Lockheed Martin engineers to work directly with students, which benefits both the students and our employees, who love to share their passion about their profession. By directly engaging in fun, hands-on activities, we hope to educate and inspire students to pursue STEM careers. How is your company connecting diversity initiatives with STEM initiatives? Is this part of a comprehensive strategy?

We recognize women and minorities are underrepresented in STEM fields. As an example, we know that of all the women who seek a STEM education, only 26 percent of them achieve STEM careers. We cannot afford to leave this kind of talent on the table. Ensuring we have the necessary talent to continue to innovate is imperative. So for us, there’s a critical connection between our company’s diversity initiatives and our STEM initiatives, which is an intentional component of our overall strategy. We see great value in aligning these initiatives and seek non-profit partnerships that successfully support women and underrepresented minorities pursuing STEM fields. Our support for the National Action Council for Minorities in Engineering and the Hispanic College Fund are just two examples. Where do you see the biggest area of opportunity in advancing STEM jobs/careers?

We need more mentors and role models for our students … people who can advise them about a STEM career and help them get on the right track. We also need to identify and communicate more success stories that students can relate to. They need to be able to see themselves in a STEM career, and that requires showcasing people who have had success in STEM careers. Teachers also play a vital role. We need to provide teachers with tools to spark the imaginations of young students and show them that STEM is fun and rewarding. Simply put, it takes lots of good people who can interact with students and guide them toward a STEM career.■


Lockheed Martin Corporation

Why do you believe STEM Education/workforce development is critical to our nation’s future?

Jonas Prising Chairman and Chief Executive Officer ManpowerGroup ManpowerGroup® (NYSE: MAN) is the world’s workforce expert, creating innovative workforce solutions for nearly 70 years. As workforce experts, we connect more than 600,000 people to meaningful work across a wide range of skills and industries every day. Through our ManpowerGroup family of brands – Manpower®, Experis®, Right Management® and ManpowerGroup® Solutions – we help more than 400,000 clients in 80 countries and territories address their critical talent needs, providing comprehensive solutions to resource, manage and develop talent. In 2016, ManpowerGroup was named one of the World’s Most Ethical Companies for the sixth consecutive year and one of Fortune’s Most Admired Companies for the 13th consecutive year, confirming our position as the most trusted and admired brand in the industry. See how ManpowerGroup makes powering the world of work humanly possible: www.manpowergroup.com.

Jonas Prising was named ManpowerGroup Chairman in December of 2015 and Chief Executive Officer (CEO) in May of 2014. He leads all aspects of ManpowerGroup’s $20 billion business across 80 countries and territories worldwide. Prior to being elected CEO, Prising served as ManpowerGroup President from 2012 to 2014, leading the company’s operations in the Americas and Southern Europe, and overseeing the global Right Management and ManpowerGroup Solutions businesses. Prising joined ManpowerGroup in 1999 and has also served as managing director of Manpower Italy; director of Manpower Global Accounts — Europe, Middle East and Africa; President of North America; and President of the Americas. A recognized expert on the labor market and world of work trends, Prising regularly speaks at conferences and summits around the world. He actively engages in the World Economic Forum annual and regional meetings and frequently provides commentary on jobs and employment trends for national and global media. Before joining the company, Prising worked for Electrolux, a Swedish multinational. During his 10-year ten143


ure with Electrolux, he held various international positions within the consumer goods and business-to-business divisions, including regional manager for Asia Pacific, managing director of Sales Companies in France and the United Kingdom, and finally head of Global Sales and Marketing for one of its business-to-business divisions. Prising is passionate about preparing the workforce of tomorrow. He is a former chairman of the board of directors of Junior Achievement (JA) USA, and currently serves on the board of both the USA organization and JA Worldwide. In addition, he serves as a co-chair of Innovation in Milwaukee, an organization focused on supporting entrepreneurial leadership, and is a member of the board of directors of Kohl’s Corporation.Prising holds an MBA (equivalent) from the Stockholm School of Economics and has participated in executive programs at Harvard, INSEAD, Stanford and Yale. He speaks five languages: English, French, German, Swedish and Italian and has lived in nine countries across Asia, Europe and North America. Prising and his family reside in the Milwaukee area. © 2©021061S2T ES M T EcMocnonnencet c o tr ® o rA ™l lARl li gRhi gt sh tRseRs e rs veer vde d

Changes in the world of work are accelerating at a pace and scale never seen before. From demographic shifts and greater individual choice to the ongoing technological revolution and increasing sophistication around workforce data, cyclical and structural trends are changing the way we live and work. At ManpowerGroup, we call this new era the Human Age, where talent is the key differentiator driving the success of individuals, organizations and nations. As new ways of getting work done emerge, the workforce will need to adapt and upskill. Technological disruption continues to polarize the labor market, giving those with indemand, specialized skills the edge across many industries. Our latest global Talent Shortage Survey revealed that 38% of employers had difficulty filling jobs in 2015, with IT staff (including developers, programmers, database administrators and IT leaders) and engineers (especially mechanical, electrical and civil) consistently in the top 10 hardest jobs to fill. We see this particularly in our Experis business, where highskilled workers—especially those specializing in emerging IT fields—increasingly have their pick of employers as the competition for talent intensifies. The global urgency for STEM skills means fueling that talent pipeline for the future will be a crucial challenge for employers, educators and policymakers alike. As technology continues to reshape employment and how work gets done, more STEMeducated workers will be critical to meeting demand. How can organizations support women in the workforce, specifically in STEM roles?

In the next 10 years, the country will need an additional 1.7 million engineers and computer scientists. In the U.S. and elsewhere, we see that women are often more educated than men, yet in STEM courses the number of women enrolling is falling. Last year, just 12% of engineers were women, and the number of women in computing has fallen from 35% in 1990 to just 26% today. Gender parity in the workplace is more than an ethical imperative; it leads to better decisionmaking and better business results. Organizations need diverse perspectives to navigate a rapidly evolving world. Adding women strengthens the talent pool and leads to better creativity, innovation and productivity. So what needs to change? To address gender parity in STEM roles, organizations need to first take a hard look at their talent pipelines. Women tend to be clustered in certain professions or functions—like HR, communications and support roles. To really shift the needle, we need to find ways to move more women into technical roles too. Increasing the number of


female leaders as role models as well as male leaders affecting culture change is also key. The growing demand for STEM skills puts pressure on organizations to fill gaps quickly, however, building a robust, agile and diverse talent pipeline takes time. 1 Solving the Equation: The Variables for Women’s Success in Engineering and Computing, American Association of University Women, 2015. Businesses need to act now to partner with education and encourage more women and girls into the STEM fields from the earliest ages, before stereotypes risk kicking in. What do we need to do in the U.S. to continue to be at the top of global innovation?

The time is ripe for disruption and new thinking in the labor market, and the workforce needs to be ready for it. Estimates suggest that the sharing economy has the potential to grow from around $15 billion in revenue today to $335 billion by 2025. continue to upend traditional industries and change how work gets done. Helping people adapt to these disruptions may be the defining labor challenge of our time and countries that manage it well will be much more likely to succeed. What we do know is that STEM career opportunities are critical to remaining competitive in this shifting, bifurcating labor landscape. Individuals with indemand IT skills like .NET,SAP,Vendavo—or mechanical, electrical and civil engineering skills—are in a better position to manage their careers and will continue to see wages increase. Those with low or outdated skills will see wages stand still or decline as those kinds of jobs increasingly get simplified or automated. It’s no longer enough to just be skilled; individuals now feel the pressure to have more specialized skills. In this reconfigured labor market, the workforce needs to demonstrate learnability—the desire and ability to quickly grow and adapt one’s skill set—in order to stay relevant and succeed. Employers, educators and governments can play a supporting role through workforce development and other programs, but all of that depends on having a workforce that is hungry to learn and take advantage of upskilling opportunities. Encouraging lifelong learning and creating strong talent pipelines in the workforce— particularly in STEM—will therefore be an essential part of staying competitive in the 21st Century, not just in the United States, but everywhere. Emerging workforce models driven by new technology will therefore be an essential part of staying competitive in the 21st Century, not just in the United States, but everywhere.■


ManpowerGroup

Why is STEM education and workforce development important for the future world of work?

Ajaypal Singh Banga President and Chief Executive Officer MasterCard MasterCard is a technology company in the global payments business. We connect consumers, financial institutions, merchants, governments and businesses worldwide, enabling them to use electronic forms of payment instead of cash and checks. We use technology and data-driven insights to make electronic payments more convenient, secure and efficient for people everywhere. MasterCard does not issue cards, but develops advanced payment solutions and seamlessly processes billions of transactions around the world every year. Our business has a global reach—extending to more than 210 countries and territories—and continues to experience growth in a world where 85% of retail transactions are still made in cash and checks.

Ajay Banga is president and chief executive officer of MasterCard and a member of its board of directors. Prior to joining MasterCard in 2009, Mr. Banga was chief executive officer of Citigroup Asia Pacific responsible for all businesses in the region, including institutional banking, alternative investments, wealth management, consumer banking and credit cards. He joined Citigroup in 1996 and held a variety of senior management roles in the United States, Asia Pacific, and the Europe, Middle East and Africa regions. He was also responsible for Citi's brand marketing and from 2005-2009 oversaw its efforts in microfinance. Mr. Banga began his career at Nestlé, India, where for 13 years he worked on assignments spanning sales, marketing and general management. He also spent two years at Pepsico, where he was instrumental in launching its fast food franchises in India as the economy liberalized.

145


Mr. Banga was named to the Board of Directors of The Dow Chemical Company in 2013. He is currently chairman of the U.S.-India Business Council. He also serves as a member of the Executive Committee of the Business Roundtable and chairs its Information and Technology Initiative. In addition, he is a member of the Council on Foreign Relations, the International Advisory Board of the Moscow School of Management (Skolkovo), The Economic Club of New York, The Financial Services Roundtable and the board of the New York City Ballet. He also is a fellow of the Foreign Policy Association. From 2007 to 2012, Mr. Banga served on the board of directors of Kraft Foods. He has also served on the board of trustees of the Asia Society, the New York Hall of Science, and the National Urban League, among others. He received a B.A. in Economics from Delhi University and is an alumnus of the Indian Institute of Management, Ahmedabad.


It was STEM-related fields that drove much of the U.S. excellence and prosperity in the 20th century from the Model T to building the interstate system to space exploration. And there’s no question, the fields that make up STEM are even more critical to U.S. success in the 21st century. They’re the very ones driving U.S. innovation, productivity, and global competitiveness. We see them at work across the spectrum of U.S. products from robotics to defense avionics to social media. In short, STEM education is one of our lifelines to the future. Yet, in study after study, younger people in America are ranking below other developed countries in science and math. So much so, we’re in a position where our competitive advantage is being threatened. That has to change and that’s why STEM remains so vital. Beyond Standards, what are the first steps we should take to curb the STEM education crisis?

One of the key first steps is to rethink how math and science are taught at an early stage. How we teach these disciplines must spark the curiosity of younger students. At the same time, it must also create the building blocks of critical thinking necessary for success in higher education and after that in the marketplace. And the onus isn’t just on schools. We can’t, of course, overstate the critical role of parents in encouraging their kids to pursue STEM opportunities and for parents to remain actively engaged in their kid’s STEM learning to ensure excellence. In addition, the solution requires active partnership between public and private sectors and from organizations dedicated to STEM education like STEMconnector. What principles do you apply to your professional and personal life to advance STEM education?

I believe that good intentions must translate into action and commitment. That belief applies in both my professional and personal life and it’s at the center of my advocacy for STEM education. That’s why I served on the Board of the NY Hall of Science and became directly involved in one of their innovative programs – the Science Career Ladder. This science education program recruits and trains high school and college students to serve as “Explainers.” They receive training in science, education and public speaking. Then they


take that training and apply it, speaking to students about the exhibits, conducting demonstrations, and helping design educational programs and events. Students mentoring students, students inspiring other students, and students learning and giving back – all make for a win, win, win combination. What is the STEM initiative your company has supported that you’re the most proud of?

STEM skills are critical to our success as a company as well as the broader payments industry, and I am proud of the actions we are taking at MasterCard internally and externally. Internally, we’re hiring recent college graduates who are strong in the STEM skills, and to support that effort, we have an internship program that targets rising juniors with STEM-focused majors. From May to August, these students are engaged in technology projects in different parts of the MasterCard organization to learn more about the business. Externally, MasterCard seeks out and participates in a range of STEM-related activities and initiatives. We encourage MasterCard employees to volunteer as mentors, judges, and general support for regional and international competitions for the For Inspiration and Recognition of Science and Technology (FIRST) organization. We also look for opportunities to support professional development for teachers, because we recognize that ensuring the best classroom experience possible requires teachers to have their skills continually honed, nurtured, and appreciated by equipping them with current best practices. What is your advice to those involved in promoting STEM education?

My advice is two-fold: first, remember it’s these disciplines that are essential for everyday economic advancement and human progress. Second, make learning fun. Make it experiential. That’s how you enhance and improve school curriculums. And to do that you need people educated in these disciplines and well-equipped with STEM skills. A Masters or PhD isn’t necessary. What’s key is having the right academic orientation and value placed on these STEM fields early on in education. And permeating through it all must be a contagious enthusiasm for the fields that make up STEM.■


MasterCard

Why do you believe STEM Education/workforce development is critical to our nation's future?

Shellye Archambeau Chief Executive Officer MetricStream MetricStream is simplifying Governance, Risk, and Compliance (GRC) for modern and digital enterprises. Our market-leading enterprise and cloud Apps for GRC enable organizations to strengthen risk management, regulatory compliance, vendor governance, and quality management while driving business performance. The MetricStream GRC Journey methodology integrates GRC technologies and programs across business, IT, and security functions to organizations to realize the vision of Pervasive GRC. Rich content from GRCIntelligence.com, as well as MetricStream Special Interest Groups (mSIGs) support the ongoing success of our customers through real-time content feeds and best practices. Leading companies across industries are benefiting from MetricStream’s simple and modular approach to GRC in a business environment that is increasingly mobile, social, global, and virtual. MetricStream is consistently rated as a market leader by leading analysts, and has received awards and recognitions for product innovation and customer success. MetricStream is headquartered in Palo Alto, California, and has offices across the globe.

Since inception, Shellye Archambeau has served as the CEO of MetricStream, a Silicon Valley-based Governance, Risk, Compliance (GRC) and Quality Management software company where she is responsible for running all facets of the business. MetricStream enables organizations to improve their risk management, compliance with regulations, corporate governance, and overall business performance amidst an increasingly competitive and complex global business environment. Built on a flexible GRC platform, MetricStream’s innovative apps power the GRC and Quality Management programs for organizations of all sizes, including the most reputable Fortune 500 and Global 2000 companies across industries. Under Shellye’s leadership, MetricStream has become a recognized global market leader in GRC, with offices on nearly every continent and over 1500 employees across the globe. Every year since 2008,MetricStream has been named as a global leader in GRC by leading independent analyst firms. Ms. Archambeau is a leader both in business and in the community, demonstrated through decades of

147


involvement on several Boards of Directors and committees. Since 2002, Ms. Archambeau has served on the Board of Directors for Watermark, a non-profit organization for leading women executives that helps accelerate their careers and tap into the power of networking. Since 2003, she has served on the Board of Directors for the IT Senior Management Forum, a nonprofit focused on cultivating African American leaders in IT, and in 2010 she was awarded their President’s Award for her impact on the organization’s mission. Since 2007, Ms. Archambeau has served on the board of directors for the Silicon Valley Leadership Group, an organization focused on fostering a cooperative effort between business and government officials to address major public policy issues affecting Silicon Valley. She also served on the Board of Directors, and the Audit and Technology committees for media research company, Arbitron, Inc. [NYSE: ARB] from 2005 until acquired by Nielsen in 2013. She currently serves on the board of directors of Nordstrom Inc., and Verizon Communications Inc.


Unlike some who don’t know what career they want at a young age, I knew I wanted to run a business in high school. Every club or organization I was involved with, I’d eventually end up leading. I enjoyed leading teams focused on a common purpose to achieve their goals and I dreamed of being able to build a great team, create a trusted brand, and make a significant impact. However, when I began my professional journey, I knew that because of my gender and ethnicity, the odds were not entirely in my favor. But I didn’t let that get in the way. So, why should you consider technology as a career path? What is it about tech that presents such tremendous opportunities for you to do incredible work? Technology is Pervasive - in our cars, homes, work-

places, appliances, even jewelry. It’s hard to remember a time when there wasn’t any technology -- no smartphones, or PCs, or Internet. Another great thing about tech – it’s disrupting every industry. The fastest growing and most profitable industries in the US , as profiled on Inc.com include: peer-to-peer lending platforms, tele-health services, motion capture software developers, urban planning software, payroll software, online survey software. Recently, career website, Glassdoor released its report on the “Best Jobs in America for 2016.” Among the top 25 jobs, 10 were in tech – more than any other industry. No Better Time Than Now - I believe there’s never been a better time for minorities and women in tech than right now. Technology is the greatest agent of change, transforming our lives, societies, and world. From robotic exoskeletons that allow paraplegics to walk again, to 3-D bio-printers that fashion human tissue and organs from a single cell, to autonomous cars that dramatically reduce the risk of road accidents -- and this is just the beginning!

But where are all the women and minorities in tech? A 2013 survey by the American Association of University Women (or AAUW) found the number of women in computing has fallen since 1990 from 35% to 26%. Only 12% of engineers are women. The numbers are lower for different ethnicities; black women make up just 1% of the engineering workforce and 3% of the computing workforce, while Hispanic women hold just 1% of the jobs in each field. Another survey by the Girl Scout Research Institute found that 74% of teen girls expressed interest in STEM subjects or Science, Technology, Engineering, and Math. However, just 0.4% of female college freshmen say they intend to major in computer science. So, why do many women turn away from a career in tech? For years, pop culture has perpetuated stereotypes of “male techies,” fortunately we have Sheryl Sandberg, Virginia Rometty, Susan Wojcicki,


Meg Whitman, and Marissa Mayer -- strong, passionate, and intelligent women role models who have built and run successful tech companies. The Path Forward - Good news we’re bringing attention to challenges and coming together to support each other. Today, we have communities like Girls Who Code and Women Who Code, as well as STEMconnector, Women in Technology, and Tech LadyMafia who are doing incredible work around nurturing and mentoring STEM talent. Why do we need more women in tech? Women are an incredible asset to any workforce. Here are the facts:

A 2015 survey from McKinsey found that companies in the top quartile for gender diversity are more likely to have financial returns above their respective national industry medians. In 2012, the National Center for Women and Information Technology (NCWIT) found that IT patents produced by mixed-gender teams in the US were cited 30%-40% more frequently than other similar patents. Gender-diverse teams bring more skills, breed innovation, and drive better performance. When you have a homogenous group and you give them a problem to solve, they’re likely to come up with a relatively homogenous solution. A diverse group is more likely to offer multiple perspectives and solutions to the problem. Make a PACT with Yourself

So, what can women do to capitalize on the career opportunities available in tech and improve their odds for success? Here’s my advice -- Make a PACT with yourself. The “P” stands for Planning The “A” stands for Action The “C” stands for Confidence The “T” stands for Tools It’s a simple 4-step mantra: 1. Plan your path 2. Take Action to differentiate yourself 3. Lead with Confidence 4. Leverage the right Tools I also believe in mentors – especially for women. Good mentors not only give needed advice and guidance, but will also be there to back up your credentials, and help you reach out to the right people as you move ahead in your career. Call to Action - There’s never been a better time for

women in tech than now. Technology is disrupting every industry, and transforming our lives and our world, which means that the career opportunities available in technology are just tremendous. And yes, there are still challenges, but things are changing for the better. There has never been a better moment in time for you to make your mark.■


MetricStream

As the CEO of MetricStream, I often get asked, “How difficult was it to become a leader of a successful tech company, being (1) a woman and (2) an African-American?”

Anthony R. Jimenez President and Chief Executive Officer MicroTech MicroTech, a certified and verified Service-Disabled VeteranOwned Small Business and a Minority Business Enterprise certified by the National Minority Supplier Development Council, has had noteworthy success since its inception in 2004. The privately-owned company has been recognized as a small business success story and was ranked as the #1 Fastest Growing Hispanic Company in the Nation for three consecutive years by Hispanic Business Magazine. MicroTech provides Cloud Computing, Technology Services, Cyber Security Solutions, Products & Managed Service Solutions, Network Systems Integration, Big Data Management, Telecom Solutions & Integration and Financial Services to the public sector, as well as commercial enterprises -- managing more than a quarter of a million technology users daily. A prime contractor of over 500 Federal projects and morethan-25 procurement vehicles, MicroTech offers access to 2500 vendors and a million technology products and services across the government.

Anthony (Tony) Jimenez is living the "American Dream." His personal story is as dynamic and inspiring as his achievements. Born in Virginia into a family of modest means, his incredible drive, work ethic, love of technology, and desire to contribute to society have led to his recognition as a top leader in technology, one of the most influential Hispanics in the Nation, and a respected Veteran. Since founding MicroTech at his kitchen table 12 years ago (2004) he has grown MicroTech into a multimillion dollar company with more than 100 contracts supporting Federal, State and Local Government as well Fortune 500 companies. Several national organizations have paid tribute to MicroTech including Inc Magazine, Digital Software Magazine, Deloitte, Washington Technology, SmartCEO, Washington Business Journal, and National Veteran-Owned Business Association. Tony’s been named "Entrepreneur of the Year," "Small Business Person of the Year," "Executive

149


of the Year," and "CEO of the Year" by several national organizations. He’s also been named as "Most Influential Hispanics in the Nation" by the Hispanic Business Magazine, “50 Most Influential Virginians” by Virginia Business and "Veteran of the Year” by Veterepreneur Magazine. Tony has received numerous letters of appreciation & commendation from Senators, Congressmen, Governors, Government Officials and Community Leaders, as well as letters of gratitude from two sitting Presidents of the United States. Tony spent 24 years on Active Duty, is a Retired Army Officer, Service-Disabled Veteran, Author and Philanthropist with experience in Data Center Services, Transformational Technology, and Cloud Computing. Tony’s a highly decorated veteran who has served in theaters of combat operations, including tours in the Middle East, Central America, & Africa.


As MicroTech has grown and achieved success, I consider it a fundamental responsibility to take the lead on our philanthropic efforts and give back to the community. Our efforts over the years have not only assisted those in need, but also provided us with a high-profile in the community. It is personally satisfying to know that MicroTech is routinely recognized as a technology leader and being a good steward in the community. For more than a decade we have supported dozens of Science, Technology, Engineering and Math (STEM) initiatives including programs that emphasize technology and engineering, and especially initiatives and programs that diversify and strengthen the Information Technology (IT) profession. When donating money for scholarships or grants we look for programs, projects and initiatives aimed at underserved communities and programs that allow tutors and mentors to enrich the lives of young people. When I look back at those early days the thing I remember most was the excited feeling I had knowing that I had actually started my own company and I was now the CEO! Even better was the fact it was not just a company, it was a Technology company. After launching the company in the spring of 2004, we had grown to 40 employees by December. We have come a long way since those early days. Like any new venture, we were thrown some curves and hit a few potholes along the way. And, while I take some satisfaction seeing where we are today and knowing what we have achieved, I know that we would not be here today had it not been for STEM. So obviously STEM initiatives and STEM programs that emphasize technology and engineering and provide opportunities, much like the ones I was provided, are especially important to me. Now that I am involved in STEM I understand that there are a lot more challenges than I had originally thought. If we are going to create more inclusion in STEM, it requires more access for minorities, especially educational support that would help them finish high school and eventually get their bachelor’s degree. Because minorities have significantly higher dropout rates in high school, creating mechanisms to support them through their high school years and into college will help balance the inequalities.

not only increase the size of the available talent pool, it would also bring a diverse set of minds and experiences to bear on our nation’s most challenging issues! Not only would it drive our nation’s ability to thrive in a competitive, knowledge-driven global economy, it would help us bring back some of those jobs we have lost to other countries. Because STEM is so critical to our future and so important for our children, our region and our country, MicroTech works hard to encourage those students that are currently in school as well as future generations of would be students, to embrace technology that affects them every day of their lives and help them to understand that technology is not as intimidating as some would have them believe. One way MicroTech does that is through our support of a new coed pilot program, called STEM Scouts which gives young men and women a new, fun way to discover science, technology, engineering, and math. By increasing STEM learning opportunities and establishing partnerships with businesses and universities, STEM Scouts, through a hands-on learning environment, gives young people real experience in these fields and the opportunity to work closely with STEM educators and experts. The program serves more than 400 students and has an attendance rate of more than 90 percent. Schools reported that STEM Scouts helped students who had previously struggled in these areas improve their understanding of the subjects and become more interested in science, math, and technology. The rousing success and interest in the pilot program enabled the BSA to extend the program to 12 additional councils and reach more youth. STEM Scouts will work closely with STEM professionals and conduct experiments that could lead to new inventions, technologies, machines, and medicines, and develop ideas that change lives. Through weekly meetings and four- to six-week modules that cover a variety of disciplines, STEM Scouts is designed to be fast paced, thought provoking, and fun. What's more, STEM Scouts at the high school level have the opportunity to have their work peer-reviewed by scientists and engineers and then published, helping to increase their chances for college scholarships and program admissions. Additionally, each council will be encouraged to partner with a local university to aid in the execution of the program and provide resources and counsel to make sure the program is giving youth the latest in STEM education. ■

Helping to balance the inequalities and improve diversity in STEM fields isn’t just the right thing to do it’s the smart thing to do. In an economy where there are more jobs than qualified applicants, increasing the number of women and minorities in STEM would



MicroTech

At MicroTech, we believe in taking technology further! That’s actually our tagline at MicroTech and has been since I first founded the company at my kitchen table 12 years ago. Since our very first day in business we have believed it was our job to inspire people by showing them what we call “The art of the possible” and because MicroTech is a technologybased company, we have always been committed to inspiring and challenging the next generation of technologist.

Al Grasso President and Chief Executive Officer The Mitre Corporation The MITRE Corporation is a not-for-profit-organization that provides systems engineering, research and development, and information technology support to the government. MITRE operates federally funded research and development centers for the Department of Defense, the Federal Aviation Administration, the Internal Revenue Service and Department of Veterans Affairs, the Department of Homeland Security, the Administrative Office of the U.S. Courts, and the Centers for Medicare & Medicaid Services, with principal locations in Bedford, Mass., and McLean, Va. To learn more, visit www.mitre.org.

Mr. Alfred Grasso is president and CEO of The MITRE Corporation. He is responsible for developing and leading the organization’s overall strategy for its federally funded research and development centers (FFRDCs). He also serves on MITRE’s Board of Trustees. Mr. Grasso has held several leadership and management positions within MITRE since joining the company in 1986, culminating with his appointment as president and CEO in 2006. He previously was executive vice president and director of the Command, Control, Communications, and Intelligence FFRDC, now known as the National Security Engineering Center (NSEC). From April 2012 until May 2013, he served as both director of NSEC and CEO of Mitre.Mr.Grasso is dedicated to increasing opportunities for young people to study science, technology, engineering and mathematics (STEM). He is an appointed member of the Defense Science Board. He is a member of the Stevens Institute Systems Engineering Research Center Advisory Board and a board member of the Northern Virginia Technology Council, the country’s largest technology council. Mr. Grasso also sits on the 151


University of Virginia’s Department of Systems and Information Engineering Advisory Board and Howard University’s College of Engineering, Architecture, and Computer Sciences Board of Visitors. In addition, he served as chairman of the Armed Forces Communications and Electronics Association International’s Board of Directors from 2012 to 2014 and President of the Board of the National GEM Foundation. Mr. Grasso and his wife, Michelle, live in Oakton, Va., and are the proud parents of daughters, Alessandra, Lindsay and Stephanie. The Grasso’s encourage their daughters’ educational aspirations, and all three have excelled in science and mathematics. Alessandra graduated from the University of Virginia and The Johns Hopkins University with degrees in Nano-Medicine Engineering and Public Health. Lindsay graduated from Clemson University with a degree in Biology and is now applying to Medical School. Stephanie is a third year student will follow closely at Virginia Tech majoring in Health and Nutrition.


There are numerous challenges around filling technology positions. While some solutions, such as providing competitive salaries and interesting work may seem obvious, solving the problem is not that simple. The jobs landscape is shifting all around us, along with the way we work—ironically, due in part to technology. Also, as baby boomers retire, millennials are entering the workforce in droves. Several polls and studies indicate they are looking for something more than money. They want to have purpose in their work, and the opportunity to make a difference in the world. MITRE was chartered to work in the public interest, and for this reason and others, we have always attracted candidates who have a desire to serve the greater good. Nonetheless, even a company with our charter and history must offer a mix of traditional and non-traditional benefits, such as wellness programs and flexible work arrangements. Our employees have said they appreciate having the flexibility to balance work and personal life so they can pursue outside interests. Many MITRE employees are also volunteers in their local communities, where they build homes for those in need or work as emergency responders. We believe that organizations do best by doing good. Recognizing that employees have a life outside of work demonstrates our commitment to caring for their well-being, so when they’re here, they can focus on the task at hand.

real-world cybersecurity challenges. Through these programs, students become active participants—not just observers—in STEM activities. Today’s leaders in the private and public sectors can serve as champions and advocates of STEM events and initiatives in their own organizations and communities. Go where young people are, and invite them to your workplace. They’ll remember these interactions, and someday may return not as students or interns, but as employees. Making Smart STEM Investments

The STEM universe can encompass young, mid-, and late career professionals as well as students. These groups are in different stages in life, and each has very different needs, interests, and goals. Therefore, when it comes to investing in STEM, managers should do their homework by identifying their audience, defining their objectives, and determining what resources they need to meet their goals. MITRE heavily engages with students through various programs and events, but we also hire hundreds of high school and college interns, along with coop students, throughout the year. That’s a wise investment in STEM on the whole, as many of them go on to become leaders and innovators in their chosen fields. It also reaps returns for us when these talented individuals return to MITRE after earning their degrees.

Envisioning the Future of STEM Careers through Diversity

Giving people from different backgrounds and cultures the chance to attack the same problem leads to innovation. Having this diversity of thought, not just on occasion, but routinely, is where we see— and hope—the future of STEM lies. At MITRE, we place a high value on collaboration to spark diversity of thought, and we rely on skilled teams whose members are very different in terms of experience and viewpoints to develop innovative solutions to address some of our government’s most pressing challenges. In addition to diversity of thought, education is critical to ensure a healthy future for STEM careers. We need to engage students to enter STEM fields at a young age, and keep their interest by offering stimulating STEM programs that demonstrate real-world applicability. At MITRE, we work hard to establish and maintain close ties to educators from grade school to college, especially in our local communities. For example, we participate in the Leadership Initiatives for Teaching and Technology program, which places schoolteachers in an externship program at MITRE to help them relate classroom curriculum to the workplace. For students, one of our most popular initiatives is the Nanotechnology Student Program, where high school and college interns work alongside MITRE technical staff for several weeks. And our annual Capture the Flag competition lets high school and college students work on solving


We invest in our young professionals by offering educational opportunities and sponsoring groups such as NextUp, which offers mentoring, networking, training, and local volunteer opportunities. Our Early Career Research Program also helps junior staff members learn how to think about, develop, and implement a research project that will benefit our sponsors. Participants are assigned a mentor and develop their own research proposal and plan for the year. These activities help young professionals stretch personally and professionally, and form relationships with their peers and senior people in the company that prove invaluable throughout their careers. Another key to STEM investments is acknowledging the good work and accomplishments of your employees. MITRE has several awards programs that recognize individual and team achievements. For the second year in a row, we have celebrated National Engineers Week, and we also participate in several external awards programs and conferences throughout the year, including the Black Engineer of the Year awards, STEM Global Competitiveness Conference, and the Women of Color STEM Conference, to name a few. The bottom line when it comes to STEM investments is to find the right combination for the people in your organization, and keep assessing these programs to address the changing needs of your workforce.■


The Mitre Corporation

Meeting the Challenge to Fill Technology Positions

Hugh Grant Chairman and Chief Executive Officer Monsanto Monsanto is a leading global producer of seeds and other tools that help farmers grow better harvests through plant breeding, soil health, crop protection and data science – all while using water and other resources more efficiently. The company collaborates with farmers, researchers, nonprofit organizations, universities and others to help tackle some of the world’s biggest challenges, including population growth, food security, natural resource management and water scarcity. Today’s youth are a critical part of developing solutions to address these global challenges. Monsanto is proud to partner with leading youth organizations to support STEM and education and provide young adults opportunities to build their leadership, communication, and advocacy skills so they can address these challenges. The company is committed to improving lives of farmers, consumers and communities through innovation and investment.

Hugh Grant is chairman and chief executive officer of Monsanto Company, which helps farmers sustainably nourish our growing world. Mr. Grant joined Monsanto in 1981 and has since worked on three continents in a variety of positions, including Executive Vice President, Chief Operating Officer and President. He has held the roles of Chairman and CEO since 2003. Monsanto and Mr.Grant have been recognized by numerous groups for innovation, corporate responsibility and business leadership during his tenure. Monsanto has recently been named one of the 100 Best Corporate Citizens by Corporate Responsibility Magazine; one of the World’s Most Admired Companies by FORTUNE Magazine; one of the Top 25 World’s Best Multinational Workplaces by the Great Place to Work Institute and a top 50 company for diversity by DiversityInc. Mr. Grant has been named on Barron’s list of Most Respected

153


CEOs, the Harvard Business Review’s Top 50 Best Performing CEOs and recognized as “CEO of the Year” by Chief Executive Magazine. In 2015, employee reviews also earned Mr. Grant an honor on the Top 10 Highest-Rated CEOs list by Glassdoor.com. Mr. Grant is the lead director of PPG Industries, Inc. He serves on the Executive Committee for The Business Council and serves as chairman of Civic Progress in St. Louis. Mr. Grant also is on the Board of Trustees of Washington University and has been inducted as member of the American Academy of Arts & Sciences. Born in Larkhall, Scotland, Mr. Grant earned a Bachelor of Science degree in agricultural zoology with Honors at Glasgow University. He also earned a post-graduate degree in agriculture at Edinburgh University and a Master of Business Administration degree at the International Management Centre in Buckingham, United Kingdom.


I enjoy getting to spend my days working with smart people using science to better the world. I want my company to do its part to help ensure future generations of scientists are able to do the same. And I also want us to do our part in making sure those who don’t choose STEM careers still get access to STEM coursework and learning. This isn’t entirely altruistic. Improving STEM education benefits everyone. But it benefits companies like mine, specifically. That’s because our core driver is a talented and scientifically sophisticated workforce. We employ hundreds of biologists, botanists, geneticists, data scientists and more, working in countries all around the globe to help uncover scientifically driven solutions to some of society’s biggest challenges. One of the biggest of these challenges is feeding a world population expected to grow by almost two billion people by 2050. We will need to boost global food output – massively. But we’ll need to do so with a limited amount of fresh water. And we’ll need to do so in the face of the extreme weather and temperature shifts brought about by climate change. Finding ways to help farmers solve this interlinked challenge is going to take a lot of smart, creative scientists, working closely with farmers – and the world won’t have those scientists without robust STEM education. We compete with a lot of other companies for those talented STEM graduates. From our view, the more STEM graduates there are, the better we are able to fill the labs, data centers and research fields our company needs to develop the next big innovation in agriculture. What is Monsanto doing to help advance STEM education?

We support STEMconnector’s Feed, Nourish, Thrive campaign, aimed at increasing the number of young people who choose STEM education so they can pursue careers in agriculture. Our America’s Farmers campaign awarded more than $2 million to rural school districts to advance STEM education just last year. The Monsanto Fund also provides annual scholarships to more than 1,500 students through the America’s Farmers Grow Ag Leaders program. And


through our Monsanto Beachell-Borlaug International Scholars Program, we’ve helped more than 80 Ph.D. students worldwide pursue careers in plant breeding. I truly believe everyone can benefit from creating a more science-literate world. That is partly because so many challenges require extraordinary innovation. But it’s also true because in some cases, even recognizing and acknowledging these challenges requires a baseline level of scientific literacy. Take climate change for example. On the surface, it seems hard to believe human activity could shift something as massive as a planetary climate and weather system. But when you look at the scientific evidence, it becomes plain that in this case, the science is decisive and clear. At Monsanto, we trust science. We have studied the science on climate change and recognized that it is happening. And we are doing what we can to use science to face it and address it. Last year, we set an ambitious goal for ourselves: By 2021, our operations will be carbon neutral. That means our net carbon footprint will be zero. How will we accomplish this? With science. Using data science and modeling, we’ve been able to leverage farming methods that sequester carbon in the soil, equal or even greater than the carbon emitted by growing those crops. With the advancement of science and our collective understanding of the criticality of mitigation and adaptation, we are going to augment our own efforts by enlisting farmers to use conservation practices to reduce greenhouse gas emissions. We plan to collaborate with farmers to use the greenhouse gas reduction value to offset our own footprint. While I think the world faces daunting challenges, I have confidence that, if harnessed, science can help us confront and surmount even the biggest of them. But only if people understand it, believe it and use it. That’s why I want students to have access to STEM education. I want them to have the same opportunity I had as a young student to fall in love with the scientific method. I think it will do the same for them that it has done for me: help me stay curious, remain skeptical and question my own assumptions. Those are the traits that help people move science forward. And – not coincidentally – they’re also the traits that help people understand and embrace scientific advances.■


Monsanto

I have always been drawn to science. When I was an undergraduate at Glasgow University in Scotland, I chose to major in molecular biology and agricultural zoology. That decision started me on a path to where I am today – at Monsanto, an agriculture company that uses cutting-edge science to help farmers raise more crops to feed a growing planet.

Dr. James Truchard President, Chief Executive Officer and Co-founder National Instruments NI equips engineers and scientists with systems that accelerate productivity, innovation, and discovery. For 40 years, NI has worked with engineers and scientists to provide answers to the most challenging questions. Through these pursuits, NI customers have brought hundreds of thousands of products to market, overcome innumerable technological roadblocks, and engineered a better life for us all. If you can turn it on, connect it, drive it, or launch it, chances are NI technology helped make it happen. As a technology company that works with engineers in virtually every industry, NI is uniquely positioned to make a meaningful impact in STEM education. NI created the tools the world’s top scientists and engineers—and hundreds of thousands of students—use to create and discover. To inspire and prepare today’s students to become tomorrow’s innovators, NI invests in improving STEM education with contributions of time, technology, and financial support.

Named an Innovation Agent by Fast Company, James Truchard, president and CEO, cofounded National Instruments (NI) in 1976 and has pioneered the way scientists and engineers solve the world's grand engineering challenges. As one of Forbes' America's Favorite Bosses, Dr. James Truchard, commonly known around NI as Dr. T, has led the company from a three-man team to a multinational organization. Elected to the National Academy of Engineering, Truchard has also earned the distinction of being elected an IEEE Fellow. He was elected to the Royal Swedish Academy of Engineering Sciences and has also been inducted into Electronic Design’s Engineering Hall of Fame.

155


Truchard's personal passion for inspiring and preparing young people to pursue careers in technical fields has led him to contribute to a variety of organizations from The University of Texas at Austin Cockrell School of Engineering, to FIRST Robotics, and more. Additionally, Truchard has been recognized with the Woodrow Wilson Award for Corporate Citizenship for his work with STEM organizations in the Central Texas community. Truchard holds a doctorate in electrical engineering, as well as a master's degree and bachelor's degree in physics, all from the University of Texas at Austin.


Completing hands-on, technology-assisted, exploratory projects—“doing engineering”—gives every student practice solving problems while connecting theories to real-world concepts. Engaging in engineering early and often feeds natural curiosity and a desire to tinker, which inspires more students to pursue STEM majors and careers. For those who do choose the STEM track, early exposure to engineering makes them more likely to complete their training and become contributors in their workplaces.

The structures of our global society and economy are changing and the employment outlook is changing with them. The total number of STEM jobs is growing – in fact, it will grow 26 percent between 2010 and 2020. Why?

If students are going to design and build what’s next, they must design and build today – in school and outside of school. NI believes students should be designing and building technology projects at every level, ideally with the same hardware and software they will be using throughout their academic and industry careers. This not only makes them better students but also provides valuable rehearsal for the work they tackle at the next level.

The new literacy of technology. The tilt toward software-based work environments imbues every job with a technology requirement. The ability to create and control technology is essential for a thriving workforce. The economy of new ideas. Emerging markets and a new generation of consumers crave entirely new product categories. The world needs new ideas to stay in business. Our grand challenges. Increasing population, diminishing resources, and the sudden shift to digital infrastructure all create big problems for our graduates to solve in their lifetimes. Like multiple “moon shots” for the new century, these challenges require many more high-tech workers than we produce now. To invent and build the next big thing, knowledge is only part of what it takes to get that degree, job, or promotion. Young people need the mindset to ask the right questions, embrace uncertainty, plan whole solutions, and take a design from idea to creation. At NI, we know these things as engineering. We understand the power of tinkering, problem solving and “doing engineering.”


Just like with sports or music education, the study of theory is only valuable when put into practice. That “doing” is essentially engineering. When students do engineering, they gain real skills they need to become successful, working adults. NI has a long history of partnering with organizations such as For Inspiration and Recognition of Science and Technology (FIRST), World Robot Olympiad (WRO), LEGO Education, Project Lead the Way (PLTW) and many, many more to drive change in STEM learning. These programs and organizations teach core engineering concepts, problem-solving skills, teamwork, and leadership skills. NI is proud to be a leader in the STEM movement and contribute technology, volunteer time and financial resources to help inspire and prepare students to be successful in STEM subjects and careers.■


National Instruments

As a company built by and run by engineers, NI is passionate about inspiring and preparing the next generation of innovators and scientists to take on the jobs of tomorrow, and solve the world’s greatest challenges. Science and technology education – STEM education - has been a priority for NI for decades, and will continue to be for years to come. It’s clear that the world needs more graduates to choose, and stay in, engineering (STEM) careers. Now, more than ever before.

Warren M. Boley, Jr. President and Chief Executive Officer Norsk Titanium Norsk Titanium is the world’s pioneering supplier of aerospacegrade,additive manufactured,structural titanium components. The company is distinguished in the aviation industry by its patented Rapid Plasma DepositionTM (RPDTM) process that transforms titanium wire into complex components suitable for structural and safety-critical applications. The Norsk Titanium research and development team is leading a manufacturing revolution by providing a precision wire deposition technology embodying disruptive savings for aerospace, defense, and commercial applications. www.norsktitanium.com

Warren M. Boley, Jr., is the President and Chief Executive Officer of Norsk Titanium, the leading innovator in bringing structural additive manufacturing capability to the world’s premier aerospace and defense companies. Prior to leading Norsk Titanium, Mr. Boley was the President of Aerojet Rocketdyne and before that, he served as the President of Military Engines for Pratt & Whitney – a United Technologies company.Boley’s lifelong dedication to the creation and advancement of STEM causes includes currently serving as a National Board Member of the Challenger Center for Science, Technology, Engineering and Math. He was also the founder of the Aerojet Rocketdyne Space and Aviation LaunchPad, which successfully debuted at the California Capital Airshow in Sacramento and promoted STEM to more than 100,000 attendees and fans.

157


Boley has also served as a Board Member of the Virginia Commonwealth Center for Advanced manufacturing, and as Director of Harvard Business School Club of Connecticut. He is an active member of the American Society of Mechanical Engineers and the U.S. Air Force Association. Under Boley’s leadership, Aerojet Rocketdyne was ranked #1 of The World’s Top 10 Most Innovative Companies by Fast Company and recently he led Norsk Titanium to similar recognition as a Top 10 Innovation Company. Mr. Boley holds a Bachelor of Science degree in Mechanical Engineering from the University of Notre Dame, a Master of Science degree in Mechanical Engineering and a Master’s degree in Management from Rensselaer Polytechnic Institute and was a participant in the management development program at the Harvard Business School.


People and excitement are the keys to successfully leveraging investment in any STEM initiative. When I launch a new STEM outreach, I’m always mindful of selecting passionate leaders to execute the program who have their own STEM successes and failures to draw from – this makes them both relatable and credible to the kids and young adults we work with. We have found that the best STEM programs are tied to an amazing outcome that excites the imagination and passions of the participants. It’s hard to convince a child to “suffer” through more difficult courses than their peers based solely on reasoning and logic. Not surprisingly, we have measured the best results when we tie a program to an exciting embodiment of STEM such as being an astronaut or stunt pilot. That’s why I chose to invest in the California Capital Airshow to design and build a 15,000 square foot STEM LaunchPad pavilion in 2013. What traits do corporate leaders need to effectively support and advance STEM education today?

Aside from having a technical background, when I look to hire leaders at Norsk Titanium, a major factor in our selection process is a hands-on science and technology background – with an emphasis on risk taken and results achieved. We search for bright men and women who have overcome obstacles in their lives, education and work history that demonstrate their steadfast dedication to finding solutions to highly complex problems – often under austere working conditions and preferably while getting their hands dirty. Encouraging leaders to actually accomplish engineering tasks, even when high probabilities of failure exist, is a great way to build a culture of innovation and risk-taking to underpin a STEM ecosystem.

between America and Europe has resulted in uncontained innovation. We celebrate diversity in our team as much as business and technical achievements and it is a major component of our success. Starting with our board of directors all the way through our ranks, we recruit the finest scientific minds, particularly women and underrepresented minorities. In fact, just 17% of our workforce are Americans with the rest of our international team comprising scientists and engineers from Norway, Iran, Canada, China, UK, India Romania and others. 67% of our people hold a college degree, 55% hold a Master’s degree and 13.5% hold a Ph.D. degree. Our female colleagues comprise 17% of our workforce and are growing steeply in both numbers and technical influence. Dawne Hickton was recently elected to our board of directors following an illustrious career as CEO of RTI International Metals, Inc. which was acquired by Alcoa thanks in large part to her technical and business leadership. Hilde Loken Larsen, Ph.D. is our top metallurgist and head of research & development. We also recruit leaders with proven STEM backgrounds to inject energy and excitement to the organization and our STEM initiatives. Our CCO Chet Fuller was a decorated U.S. Navy pilot. Our Vice President of Sales Steve Carrington was a US Navy F/A-18 Pilot and Top Gun instructor and our Vice President of Marketing Chip Yates holds 18 World Records in electric vehicles he designed and created.■

How does STEM leadership with a focus on diversity help your company compete?

I have embraced diversity throughout my career and especially in my role as CEO of Norsk Titanium. We have an incredible mix of talent in our U.S. organization as well as from our Norwegian technology team. The mixing of cultures, ideas and creative approaches



Norsk Titanium

What is the key to smart STEM investments?

Wes Bush Chairman, President and Chief Executive Officer Northrop Grumman Corporation Northrop Grumman is a leading global security company providing innovative systems, products and solutions in autonomous systems, cyber, C4ISR, strike, and logistics and modernization to government and commercial customers worldwide. The Northrop Grumman Foundation, a charitable giving arm of Northrop Grumman Corporation, is committed to supporting diverse and sustainable programs that create innovative education opportunities for our nation’s youth. The priority is to provide assistance to national-level STEM programs that span pre-school through collegiate levels and put an emphasis on reaching diverse populations. Northrop Grumman employees actively volunteer in support of many STEM organizations, causes, and programs. In 2015, Northrop Grumman, the Northrop Grumman Foundation and the employees of Northrop Grumman collectively donated more than $31.7 million to the community. Through Northrop Grumman Contributions and the Northrop Grumman Foundation we donated more than $17.4 million to fund STEM programs and projects globally that make a difference for students and their teachers, while providing opportunities to engage our employees.

Wes Bush is chairman, chief executive officer and president of Northrop Grumman Corporation, a leader in global security. Bush was named chief executive officer and president in January 2010, and elected to the company’s Board of Directors in 2009. He assumed the role of chairman in July 2011. Bush previously served as the president and chief operating officer of the company. Before that, he served as the corporate vice president and chief financial officer, and, earlier, as the president of the company’s Space Technology sector. Prior to the acquisition of TRW by Northrop Grumman, he had served since 2001 as president and chief executive officer for TRW’s UK-based global Aeronautical Systems. Bush joined TRW in 1987 as a systems engineer, and served in engineering, program management and business development roles in TRW’s Space & Electronics business. Prior to joining TRW,

159


he held engineering positions with both the Aerospace Corporation and Comsat Labs. Bush earned a bachelor’s degree and a master’s degree in electrical engineering from the Massachusetts Institute of Technology. He also completed the University of California, Los Angeles’ Executive Management Program. Bush serves on the board of directors of Norfolk Southern Corporation, as well as the boards of several nonprofit organizations, including the Aerospace Industries Association, BusinessHigher Education Forum, Conservation International and the U.S. Naval Academy Foundation. Under Bush’s leadership, the main focus of Northrop Grumman’s philanthropy effort continues to be expanding and bettering the pipeline of talented mathematics, science, technology and engineering students in the communities where we live and work – in the U.S. and globally.


Across the country, the number of young students interested in STEM falls short of the projections of the talent our nation will need to propel our economy. This is causing a growing shortage of STEM-based talent in our workplaces and universities, and it represents a serious problem for our nation. STEM-based expertise is at the heart of our high-technology culture, society and economy. If we are not able to draw on a substantial and growing infusion of that expertise, America will be unable to sustain its leadership position in an increasingly competitive world. Beyond Standards, what are the first steps we should take to curb the STEM education crisis?

A critical step in building a diverse, STEM student pipeline is making science and math fascinating and applicable for students. We must particularly reach out to women and minority students, where the lack of STEM involvement is detrimental to our society. To do that, we need to support educators who are excited about what they do and can bring unique learning opportunities into their classroom. That is where Northrop Grumman has focused its efforts. What is the STEM initiative that your company has supported are you most proud?

I am very proud of all our STEM activities and also the involvement of our employees. Here are some of our activities. • The CyberPatriot program, a Northrop Grumman partnership with the Air Force Association inspires students toward careers in cybersecurity. The program features the National Youth Cyber Defense Competition for middle and high school-aged students, cyber summer camps and an elementary school education program. At the CyberPatriot VIII National Finals Competition held in April 2016, Northrop Grumman awarded $50,500 in scholarships to high school students on the winning teams. This was the sixth year Northrop Grumman has provided scholarship funds, committing more than $300,000 in total scholarship funds over this period. The CyberPatriot VIII National Finals Competition featured 28 high school and middle school teams, selected from a record 3,379 teams, a 55 percent increase over last year. • Cybersecurity outreach programs Northrop Grumman or the Northrop Grumman Foundation fund include the University of Maryland Baltimore County (UMBC) Cyber Scholars program and the University of Maryland Advanced Cybersecurity Experience for Students program.

• The Wolf Trap Early Learning Childhood STEM Learning Through the Arts program is a unique endeavor supported by the Northrop Grumman Foundation that integrates elements of the performing arts into existing school curriculum to teach science and mathematics to young children. • In 2015 we celebrated Manufacturing Day at 20 Northrop Grumman sites across the country to draw attention to outstanding opportunities in manufacturing and to showcase the company’s capabilities. At 12 of our facilities, employees assisted STEM students from area high schools with a prosthetic hand assembly project. Traditional prosthetic hands can cost thousands of dollars, whereas the studentconstructed devices cost $40 or less and can be made using advanced, additive manufacturing. The hands went to Enabling the Future, a nonprofit that specializes in providing prosthetics to children around the globe. • Professional development programming for educators that enhance their understanding of STEM education and teaching techniques is a focus for the Northrop Grumman Foundation. For example, in 2015 the Northrop Grumman Foundation and the National Science Teachers Association launched the 2015-2016 Teacher Fellows in the Northrop Grumman Foundation Teachers Academy. Selected from targeted areas across the country, the 25 middle school teachers will participate in a yearlong immersion to enhance teacher and classroom excellence in STEM including understanding the skills needed for a scientific workforce. Also, we completed our $1 million investment to the Virginia Initiative for Science Teaching and Achievement (VISTA) to improve science teaching and student learning in elementary and secondary schools. VISTA was a statewide partnership among 80-plus Virginia school divisions, six state universities, the Virginia Department of Education and the U.S. Department of Education. And, this is our fifth year, in collaboration with Conservation International, supporting ECO Classroom. It’s a unique program assisted by the Northrop Grumman Foundation, that gives science teachers an intensive, two-week program in Costa Rica designed to stimulate their knowledge and interest in environmental science, and prepare them to inspire their students to pursue STEM. But perhaps the most important effort we support is the countless hours our employees spend volunteering in their local communities in the U.S. and globally. This hands-on, direct engagement means a great deal to these communities.■

• The Northrop Grumman Foundation was the presenting sponsor of the 2015 VEX Robotics World Championship. A total of 850 teams, culled from more than 12,000 teams worldwide, qualified to compete in five divisions for ages 8 to 18-plus. Overall, more than 8,000 students from 29 countries participated.



Northrop Grumman Corporation

Why do you believe STEM education and workforce development is critical to our nation's future?

Michael J. Dowling President and Chief Executive Officer Northwell Health System The Northwell Health System recognizes the importance of STEM education in promoting the economic and physical health of our region. Healthcare requires a highly skilled and educated STEM workforce to provide the highest standard of quality care. Northwell Health has taken the lead as the steward of the regional STEM initiative on Long Island, collaborating with internal and external partners to host system-wide STEM career programs, provide teacher education opportunities and foster transnational education through the creation and support of Career Academies. Northwell Health student programs help educate and promote the wide scope of career paths and opportunities available within healthcare. Two notable examples are the first Career Exploration Camp implemented in partnership with Girl Scouts of Nassau County; and Medical Marvels, a collaborative research competition established by the health system’s Feinstein Institute for Medical Research for Long Island students in grades 9 and 10

As Northwell Health System’s President and Chief Executive Officer, Michael J. Dowling oversees the largest integrated health care system in New York State. Prior to becoming president and CEO in 2002, Mr. Dowling was the health system’s executive vice president and chief operating officer. Before joining Northwell Health in 1995, he was a senior vice president at Empire Blue Cross/Blue Shield. Mr. Dowling served in New York State government for 12 years, including seven years as state director of Health, Education and Human Services and deputy secretary to the governor. He was also commissioner of the New York State Department of Social Services. Mr. Dowling has supported a variety of initiatives throughout the health system in support of STEM. Under his leadership, the Center for Workforce Readiness (CWR) was created. Through collaboration with internal and external partners, CWR strives to enhance Northwell Health position as a leader and innovator in promoting healthcare career pathways in STEM. In addition, Mr. Dowling

161


has been personally involved in initiatives that focus on highlighting healthcare careers, educational support, and job opportunities to young people. Mr. Dowling is a member of the Institute of Medicine of the National Academies and Chairman of the North American Board of the Smurfit School of Business at University College, Dublin, Ireland. He also serves as a board member of the Institute for Healthcare Improvement (IHI) and board member and Fellow of the New York Academy of Medicine. He is also the former Chairman and current board member of the National Center for Healthcare Leadership (NCHL), the Greater New York Hospital Association (GNYHA), the Healthcare Association of New York State (HANYS) and the League of Voluntary Hospitals of New York. Mr. Dowling grew up in Limerick, Ireland. He earned his undergraduate degree from University College Cork (UCC), Ireland, and his master’s degree from Fordham University.


Despite high unemployment rates, the current labor supply is simply not a good match for current openings. A review of enrollment at our regional colleges and universities reveals that only a small percentage of students are pursuing degrees in STEM. STEM education can help us be less reliant upon a workforce imported from other parts of the world, and enhance our economic vitality through homegrown talent and innovation. In 2012, Northwell Health created the Center for Workforce Readiness (CWR), which is part of the Corporate Human Resources talent management team. The Center’s mission is to equip students with the knowledge, skills and experiences necessary to meet the health system’s staffing needs. By aligning organizational needs and required skill sets with education, CWR is positioned to influence our future workforce and create a pipeline of skilled and educated workers to meet Northwell Health projected staffing needs. CWR engages internal and external strategic partners to collaborate in developing programs and creating opportunities that both encourage and empower participants to pursue healthcare and STEM-related careers. Northwell Health is leading the charge on ”igniting” student interest in STEM healthcare careers by partnering with local high schools to have their students participate in the SPARK! Challenge. Through this challenge, Northwell Health introduces students to a wide variety of clinical and non-clinical careers that require competencies in STEM skills. During our inaugural year, employees at 30 health system sites hosted 500 high school students to showcase their careers including opportunities for hands-on experiences. Following the Spark! Challenge visit, student teams were required to collaborate and produce a short documentary video recapping their day and describing what they learned about specific healthcare careers. This project continued the dialogue well past the site visits. Prizes were awarded to the top videos and corresponding sites. The program exceeded our expectations in that it: • Sparked student interest in STEM healthcarerelated careers; • Allowed the students to explore different careers through realistic job previews; • Taught students how to identify potential career paths and assess their compatibility with their personal career goals; • Provided relevance between school coursework and its application in real work settings;


• Established relationships between North Shore-LIJ and our future workforce; and • Engaged and empowered employees who were proud to share their career choice and demonstrate their pride in the organization. Northwell Health is invested in the physical as well as the economic health of the region we serve. Along with Brookhaven National Laboratory, we co-steward the Long Island STEM Hub, one of ten hubs forming throughout New York and within the Empire State STEM Learning Network. It is a coalition of industry and academic leaders who are committed to developing strategies to prepare students for college and careers while ensuring alignment to STEM-related industries that are driving the local economy. This is a community effort to keep our region competitive and ensure that our students have the education, skills and connections to thrive in STEM careers with local companies that need and want them as employees. Several key initiatives of the Long Island STEM Hub include: • Professional Development Day- This is a regionwide initiative that engages educators in exploring and understanding the broad spectrum of STEM career paths as well as the skills and education needed for employment. Its goal is to provide a variety of industry-based opportunities to teachers from all disciplines and to school districts who are looking to create a project-based curriculum with relevant industry examples that have a positive impact on student learning. Additionally, teachers create relationships with industry partners for continued interactions and resources. This helps level the playing field for underserved districts with limited resources • Career Academies –These are a transformative and highly effective means of delivering STEM careerthemed education in existing classrooms. Students who have participated in a Career Academy show greater levels of academic and career achievement. Northwell Health offers a variety of resources to local Career Academy schools, forging a connection between what students are learning in the classroom and the application of subject matter in the workplace. Subject matter experts from across the organization, including the health system’s High Potential Program alumni, volunteer to enhance Career Academy students’ experience in a number of ways. These include on- and off-site presentations, NorthWell Health facility tours, career day participation, and shadowing and mentoring. Students receive in-depth information about different career paths in healthcare and have direct access to professionals in the field. • Regional Industry Councils – These councils are structured forums that facilitate communication between industry-specific leaders and educators. Their focus is on sharing trends, meeting needs and resources so everyone can benefit.■


Northwell Health System

STEM education/workforce development is critical to the future of our nation. Our country needs a highly trained, diverse workforce to satisfy business needs; attract new industries; and enhance economic viability. Long-term economic growth relies on the preparation of workers with demonstrable capabilities in science, technology, engineering and mathematics (STEM). Unfortunately, too few students pursue careers in STEM.

Glenn Kellow President and Chief Executive Officer Peabody Energy Peabody Energy is the world’s largest private-sector coal company. Peabody is BTU, and Btu is energy. Peabody serves high-growth markets, lighting lives and fueling economies in 25 nations on six continents. Peabody is the only global pure-play coal investment and a global leader in clean coal solutions. From mine to rail, rail to ports and ports to plants… Peabody is fueling the world with energy essential to sustain life and grow economies.

Glenn Kellow is President and Chief Executive Officer of Peabody Energy. Peabody is the world’s largest private-sector coal company with a workforce of more than 8,000. The company owns interests in 26 active coal mining operations located in the United States and Australia at a time when coal is the world’s fastest growing major fuel. Peabody also engages in trading and brokerage activities from offices in China, Australia, the United Kingdom, Germany, India, Indonesia and the United States. Since joining Peabody in 2013, Kellow has led an operational team that has significantly improved safety, productivity and costs, while also overseeing corporate strategy, marketing and business development. Kellow has worked across a broad range of commodities spanning three decades. Over a 28-year career with BHP Billiton, he held multiple leadership posts on three continents. He most recently served as president of the multinational aluminum and nickel business, with operations in South Africa, Australia, Mozambique and Colombia. He has held a 163


number of executive, operating and financial positions in the coal, copper, base metals, steel and petroleum sectors in the United States, Australia and Chile. Kellow is the former Chairman of Worsley Alumina in Australia, Chairman of Mozal in Mozambique, and Chairman of the global Nickel Institute. He is a former director of the World Coal Association, the U.S. National Mining Association, and a past member of the executive committee of the Western Australian Chamber of Minerals and Energy and the advisory board of the Energy and Mining Institute of the University of Western Australia. Kellow holds a master’s degree in business administration and a bachelor’s degree in commerce from the University of Newcastle in Australia. He completed the advanced management program of the Wharton Business School in the United States and is a Fellow of CPA Australia. Kellow was awarded an Honorary Doctorate in Science from South Dakota School of Mines & Technology and the Alumni Award for International Leadership from the University of Newcastle. © 2©021061S2T ES M T EcMocnonnencet c o tr ® o rA ™l lARl li gRhi gt sh tRseRs e rs veer vde d

Peabody Energy’s operations reflect the company’s focus on operating 21st century coal mines through continual improvement in mine planning and engineering, use of advanced technologies, operational best practices, environmental care and carbon management. Around the globe, advanced coal technology fuels clean, affordable electricity, and offers energy access for millions while continuing to provide improved emissions. In fact, in the U.S. since 1970, coal used for electricity has increased more than 170%, as GDP more than doubled and key emissions per kilowatt hour decreased 90%. This decline has been achieved through use of modern technologies that allow coal-fueled electricity generating plants to produce more power with fewer emissions. Stateof-the-art technologies reduce key emissions by using lime or limestone-bases solutions to scrub sulfur dioxide, advanced coal burners and catalysts to reduce nitrogen oxides, and electrically charged plates for fabric filters to remove particulates. A combination of all these technologies, plus the use of sorbent injection systems, enables highly efficient mercury removal. These advanced coal technologies are a major environmental success story, yet there is still more to be done. Continued investment in research and development to advance next-generation technologies, including commercialization of carbon capture for various uses, will move us toward the ultimate goal of coal-fueled power that is virtually free of emissions. How do you translate your work into innovation?

Peabody Energy today is the world’s largest private sector coal company and a global leader in sustainable mining, energy access and clean coal solutions, and in recent years we have worked to elevate global energy poverty as a key priority among world leaders. Energy poverty is a global crisis with 3.5 billion people lacking enough power for basic needs that are essential for human development and quality of life – a human and environmental crisis. Peabody has created the innovative Advanced Energy for Life global campaign to build awareness and support to eliminate energy poverty, increase access to low-cost electricity and improve emissions through advanced clean coal technologies. We believe that increasing access to all forms of affordable energy – including coal – is key to the solution. And the goal of affordable energy goes hand-in-hand with our environmental goals. Innovative clean coal technologies, which include high efficiency supercritical coal plants combined with the collection of emission controls, provide the path to a low-carbon global economy, delivering affordable and reliable power with a significantly lower environmental footprint. How has your corporation coordinated investments in STEM education with future workforce needs?

Through partnerships with select universities, Peabody continues its investments in research and development in advanced 21st century coal mining. Since 2008, Peabody has been a lead and integral partner in establishing the Consortium for Clean Coal Utilization (CCCU) at Washington University in St. Louis. The CCCU is a center for advanced coal research, including studies of carbon capture, utilization and storage.


Peabody’s mission in the partnership is to encourage and coordinate university-wide and external collaborative research on energy, environment, and sustainability. Goals of the Consortium are to advance technologies for clean coal utilization, develop solutions to mitigate carbon dioxide emissions, improve public understanding of the role of coal as a source of energy, and train a motivated, talented workforce that is capable of addressing the future challenges of utilizing coal. In recent years Peabody has also supported the Advance Coal Technology Laboratory at the University of Wyoming’s Energy Innovation Center, funding economic and energy analysis, supporting advanced coal utilization research and education programs for energy-related careers. What STEM initiative has your company supported?

In Peabody’s headquarters city of St. Louis, Missouri, we are a founding and funding member of STEMpact, a collaborative network of regional businesses, academia and charitable foundations that work with school districts to improve the caliber of St. Louis science, technology, engineering and math educators, so that these teachers can create STEM-capable learners. STEMpact’s goal – to empower students to graduate with skills to enter high-demand careers in STEM fields – aligns with the needs of our business: We recognize that planning for the next generation workforce in the STEM fields is a business imperative for future growth. To this end, we’ve also supported a number of initiatives related to enhancing STEM education, including a major partnership to outfit the University of Missouri St. Louis’ Peabody Energy Physics and Environmental Engineering Laboratories, and smaller but still significant investments like enabling employees to visit regional school classrooms to facilitate conversations about coal in the energy mix. What is your vision for the future of STEM careers, through diversity?

Peabody’s global inclusion and diversity vision is to maintain a global workforce comprised of varied backgrounds, while promoting the power of inclusion and diversity as a competitive advantage to deliver exceptional results. We also realize that we operate in a competitive market for key science, technology, engineering, math and mining talent and that the coal industry’s workforce is aging. We’ve responded with a comprehensive workforce planning effort with robust learning and development at its foundation. Our initiatives include training programs, mentoring programs, succession planning, and partnerships with universities, junior colleges, and vocational and technical schools. A number of scholarship and training programs to develop STEM talent exist across Peabody’s global business units, including technical scholarship programs to identify and develop maintenance talent for high demand operations, and employing recent graduates in rotational roles across mining, engineering, environmental, mechanical, electrical and related fields. From 2012 to 2014, Peabody saw a 12 percent increase in its U.S. minority workforce, and in our Australian Business Unit, the number of women employed increased 45 percent from 2013 to 2014.■


Peabody Energy

What role does STEM play in your industry?

Pedro Padierna President PepsiCo Mexico PepsiCo is one of the world’s leading food and beverage companies with over $63 billion in net revenue and a global portfolio of diverse and beloved brands that includes 22 brands that generate more than $1 billion each in estimated annual retail sales. In Mexico, we have been accompanying Mexican families for over 100 years with delicious products that are healthier each day, such as Quaker, Gamesa, Gatorade and Sonric's. At the heart of PepsiCo is Performance with Purpose – our goal to deliver top-tier financial performance while creating sustainable growth and shareholder value. Along with Million Women Mentors, PepsiCo is mobilizing 100 mentors within the US, expanding it globally in 2015 in order to mobilize 1000 mentors in 2016. PepsiCo and STEMConnector launched the Mexico City pilot program to mentor first-year girls studying in the STEM fields. This program aims to be replicated by other universities, high schools and companies in 2016.

At PepsiCo, Pedro heads the Global Potato Center of Excellence and is a member of the Extended Executive Committee.

Previously, he worked for the Mexican Ministry of Tourism, Banamex (Citibank Mexico) as well as Procter & Gamble.

He began his career at PepsiCo in 1987 as VP of Marketing, later becoming Vice President of Research and Development at Sabritas. Since then, he has held various positions, including Mexico’s Commercial Senior VP, and held the National Sales vice presidency. He also headed the Sabritas team in Mexico, Central America and the Caribbean.

Currently, he is President of the Board of Trustees of the Iberoamericana University, his alma mater. He also served as Chairman of the Executive Council of Global Companies (CEEG) in Mexico from 2011 to 2015.

He currently serves as a PepsiCo ambassador in Mexico, developing strong relationships with key partners, including government officials, clients, media and NGO’s. He was founder and President of the Sabritas Foundation, and currently serves as President of the PepsiCo Mexico Foundation.

165


He is founding partner and former President of ConMexico (the Mexican Industry Council of Consumer Products). He served as President of the International Advertising Association and acted as Chairman of the Board of Trustees at the Communication Council (CC). In 2012,Pedro was awarded with the prestigious PepsiCo’s Global Steve Reinemund Diversity & Inclusion Leadership Legacy Award.


Nowadays, the heavily globalized economy is in need of people with knowledge and skills that drive innovation. Most of Mexico’s economic progress gained over the recent decades is attributed to enhanced productivity through innovation. People that have brought innovation to the table are those equipped with STEM abilities and skillsets and we need them in order to enable the companies to keep up with the rapid pace of change. Therefore, the challenge for companies is not only to attract young STEM talent, but to help them peruse a STEM career. STEM skills are crucial to our business. We employ STEM professionals who play a critical role in enabling the company’s success. For example, growing crops sustainably and optimizing yields requires expertise in agronomy, crop physiology, among others. There is a great amount of math involved in projecting how to source the ingredients needed to produce food and beverages for over 200 countries and territories. Making more nutritionallyadvantaged foods requires expertise in exercise physiology, metabolomics, computational analysis, and nutritional science. Also, to reduce our carbon footprint, PepsiCo engineers are constantly developing new foodproduction technologies, lighter packages and better ingredients. For this and many reasons more; is why we work tirelessly to supporting young talent of STEM fields to become leaders of the future. We at PepsiCo benefit from the economists who work with researchers on technical transfer, and the engineers who build the state-of-the-art equipment for our businesses, so we can perform our duties, thanks to cutting-edge technologies and this in turn, reduces workloads, carbon footprints, energy consumption, and optimizes our processes. Therefore, we support STEM education through PepsiCo's STEM Innovation Task Force which develop programs, according to our own corporate strategic priorities, to accelerate sustainable STEM careers through innovation science and excellence. For this task force, mentoring is a very important aspect of promoting STEM careers. That is why PepsiCo joined MWM and implemented a pilot program in Mexico, where PepsiCo Mexico fosters mentoring for college-aged women in STEM fields at the Iberoamericana University and UNITEC University by providing the mentees with one-on-one meetings guided by PepsiCo STEM professionals to


identify, define and nurture hard and soft skills such as leadership, communication, innovation and digital capabilities. These mentoring programs enable us to leave a legacy, accelerate personal and professional growth, and act as a seed for talent. Supporting women STEM students is not only an essential part of PepsiCo’s strategy to innovate; it is also important to women themselves. According to “STEM Facts on Women & Girls” by MWM, women in STEM jobs earn more than those in non-STEM occupations and experience a smaller wage gap relative to men. Also, STEM careers offer women the opportunity to engage in some of the most exciting realms of discovery and technological innovation. Increasing opportunities for women in these fields is an important step towards realizing greater economic success and equality for women across the country. Recently, the Washington Post noted that Mexico was graduating from its universities and specialized high schools, 130,000 engineers and technicians a year, more than Canada, Germany or even Brazil, a country with nearly twice the population of Mexico. During the 2006 to 2012 administration, the government built 140 schools of higher learning, with 120 of them dedicated to science and engineering, while capacity was expanded at 96 other public campuses. A study by Mexico’s Department of Labor and Social Welfare showed that, on average, university graduates in aviation and marine transport engineering have the highest starting salaries in the country, followed by Mexican physicists, ecology/environmental engineers and biomedicine graduates. This serves as a perfect indicator that we must move forward with broader STEM initiatives. That is why I believe that the most important action a corporate leader must take to advance STEM initiatives is to tie them closely to the various functions within the business and across different regions. For example, at PepsiCo, our STEM-oriented functions work closely together with global groups set up to drive innovation platforms around the world. This allows us to widely spread our best ideas and practices across different markets, as this multiplies the impact that our functional teams can have on the global business while enhancing their value to our company. Enhancing STEM is not solely a call for PepsiCo but for all multinationals that streamline innovation through its human capital. In this sense, the private sector needs to do a better job of communicating the huge array of jobs that require STEM education and skills. At PepsiCo, this array could range from product development to packaging design to the creation of sustainable agriculture programs –all of these are incredibly stimulating jobs that give people the opportunity to make a real impact on the world. We need to do a better job of creating the demand by advertising our jobs and career paths more effectively.■


PepsiCo Mexico

Around the world, there’s a shortage of qualified engineers, scientists and mathematicians to meet current and future society’s needs. As we know, this imbalance threatens to slow the pace of innovation, productivity and economic growth in years to come at a global scale. If we consider that, according to MWM, by the year 2018, 71% of all jobs globally will require STEM related disciplines or skills; it is crucial for us to identify how these professions will be impacting industries, institutions and societies in general.

Dr. Cheemin Bo-Linn President and Chairman Peritus Partners, Inc. Peritus Partners, Inc. builds global market leaders and increases the valuation of companies,leading to the next level growth or liquidity (IPO or M&A). Peritus Partners and its employees continue to reciprocate and contribute back to its community through the donation of time and resources into STEM-educational programs and environmental advocacy. Focus on inspiring and preparing nextgen leaders is reflected through its support of the YWCA TechGyrls, Women in Technology International, mentoring, T3 “ teach the teacher training” professional development programs, and youth education outreach programs integrating technology and arts at the San Jose Symphony and Villa Montalvo Park and Cultural and Arts Center. Environmental commitment to accelerate innovative energy efficient and IT solutions is reflected through its executives assuming Advisory Board roles with the Nevada Institute of Renewable Energy and with joint private, public, and government partnerships including Clean Tech and Sustainable Industries, and Energy Star.

Dr. Cheemin Bo-Linn, CEO and President, Peritus Partners,Inc.and Board of Director Dr. Cheemin Bo-Linn, a global business executive, has over 25 years in technology, from digital marketing to IT infrastructure operations, complemented by transformational leadership expertise. Currently, she is CEO of Peritus Partners, Inc., recognized for leading companies to market leadership and increasing valuation. Running multi-billion dollar businesses, she has held multiple executive roles from Vice President of IBM Corporation to former Chief Marketing Officer and Chief Revenue Officer for NetLine Corporation. Leveraging her experience serving as Board of Director and Audit Chair for public companies and Director for private, she is on the faculty of Stanford University Director’s College and the National Association of Corporate Directors, where she is also a Leadership Fellow. In 2015, she was inducted into the “Women in Science and Technology Hall of Fame,” a US based program supported since President Clinton’s administration, in recognition of her innovation and ability to link strategy to financial results leveraging SMAC-C (social, 167


mobile, analytics, cloud + cyber) technologies. Prior, she was invited to speak at the United Nations on global growth and recognized as one of the most outstanding executives in California, receiving the Silicon Valley Business Journal “Woman of Influence Award,” YWCA “Tribute to Women in Industry Award,” and AACI Asian “Star Award”. Dr. Bo-Linn, a business technology trailblazer, is committed to supporting women and girls. Under her leadership, over $2M was quickly raised for community programs with the YWCA Silicon Valley including TechGYRLS for STEM education and careers. She also received the Open- A- Door- Foundation’s “SHE DOES- Women Changing the World” 2015 Award. She holds a Doctorate degree in “Computer based Management Information Systems and Organizational Change” from the University of Houston and completed Stanford University Graduate School of Business Executive Program and Harvard University Leadership Program.


We achieved our goals because others before us helped paved the way. Our responsibility is to reciprocate and take action with a sense of urgency. We can’t wait for the “perfect” world to evolve. "It’s far better to take action and learn than no action." Especially in Silicon Valley, success comes with taking risk and creating opportunities without hesitation. As change agents, we need to embrace this “call to action” to focus on STEM. "There have been select initiatives focused on each of the individual fields of science, technology, engineering, and math. The potential to leverage the integrated learnings of all these fields into real world applications creates critical thinkers and innovative leaders, key to success. " In these United States and as individuals, our preeminence in STEM must be established. There is a widening gap between the STEM job demand and future skilled employees, especially amongst under represented women and minorities. As corporate leaders, we envision our future growth path and required transformations. Our future business needs are framed around the impact of STEM on our products and diverse talent needs, as we address the needs of our global customer base. However, to build a support foundation requires investments. Educational curriculums with cool websites, challenges, games, camps, and contests need continuous development. The fusion of different STEM experiences must be engaging... STEM fun! Such education complemented with critical infrastructure and three-way partnerships amongst corporations, community, and federal agencies, are key. Future success can be facilitated by creating teacher corps, research labs, and innovation networks with dedicated multiyear government and philanthropic initiatives. Economic viability and our future business success are highly dependent on such an ecosystem including knowledge worker education and training. One such example that demonstrates our united front is the creation and multimillion dollar fundraisers for TechGYRLS, the “Hands-on” STEM program for school girls from marginalized communities. With a focus on upgrading STEM literacy, students are introduced to technology, robotics, and programming. The students relate education to problem solving with applications across both the arts for music creation and sciences. Choices and life options now abound.


Roadblocks are eliminated so girls can advance in their studies and careers. It started with a local commitment to our community. Economic equality and curbing the STEM education crisis can be achieved. Through our employees we focus on inspiring youth to use their newly developed problem solving skills to answer seemingly impossible challenges. As corporate officers, we can extend class learning by inviting youth onto our corporate campuses. The continuum of education must overcome the current fragmentation of education. Instead, a continuum of exposure and experiences must extend from elementary to high school to college students and young professionals. Seize the opportunity to further ignite interest by getting youth and college students involved in projects where applications of science, engineering, or technology can be visualized in real life research and commercial applications. Extend the reach to young professionals. One such program includes role model shadowing, and beyond mentoring, to select sponsorship opportunities. Inspire, engage, and stay connected. Technology has made it possible that we are all connected. We may live thousands of miles apart. However, we can come together through this common goal of global connectedness without border restrictions. For the last 25 years, I have worked in the intersection of technology and connectivity, with a continued commitment to influencing how global connections improve lives and make positive changes quicker. Technology provides a collaborative platform. This brain trust drives economic growth as I reflect on my executive experience in the digital economy. Leading companies through transformational growth, my teams and I work with innovative “Internet of things” smart device interconnectedness, cognitive computing driven by big data analytics, and digital marketing for rapid customer acquisition and brand loyalty. Technology has helped set the stage, but the human touch is critical to create this new world of STEM-rich youth: • •

•

Imagine all things connected to improve people’s lives, countries and organizations. Imagine with connected devices, brilliant minds across the globe and the US can quickly inspire, connect, and capitalize on market opportunities together. Imagine via our phones, building personal relationships, understanding, and caring which is essential in this interconnected world, connecting a face to a name Imagine unleashing the potential of our youth and achieving economic and personal success through our STEM focus. We together can be very powerful.

We can ensure “innovation makes imagination a reality.” Together, when I’m connected to you, I know We CAN!■


Peritus Partners Inc.

“Innovation makes imagination a reality”. This is a theme that I have shared with multiple companies undergoing transformation in today’s competitive world. Envision a world where our future leaders, equipped with STEM skills, are parachuted across the globe, changing the world, and making a positive impact. To make this dream a reality, we need to inspire, prepare, and support our youth now. Each wave of innovation and transformation requires new skills and education. To innovate we must educate first.

Nina Vaca Chairman and Chief Executive Officer Pinnacle Group Pinnacle Group was founded in 1996 as an information technology services provider with deep roots in the telecommunications sector. Over the past 20 years, this foundation has allowed Pinnacle Group to grow into an award-winning workforce solutions powerhouse. With four distinct services lines, Pinnacle is committed to meeting the talent needs of many of the country’s most innovative companies. Information technology services have continued to form the core of Pinnacle’s largest division, Pinnacle Talent Solutions, which has won numerous awards for excellence in client service. Pinnacle MSP and Pinnacle Payrolling have grown rapidly over the past several years in both size and reputation and are on the leading edge of workforce analytics and operational excellence. In 2011 Pinnacle acquired Provade, a software company delivering an enterprise-class Vendor Management System (VMS) for global workforce spend management serving clients in over 60 countries.

Nina Vaca founded Pinnacle in 1996 and has grown it into the powerhouse it is today. She continues to serve as Pinnacle Group’s Chairman and CEO, while also pursuing her passion for civic leadership and philanthropy. Ms. Vaca is a vocal advocate for minority & women business owners & entrepreneurs, and has a special interest in promoting women in STEM fields. She currently serves as a Presidential Ambassador for Global Entrepreneurship (PAGE), as Chairman Emeritus of the United States Hispanic Chamber of Commerce, and as Chairman of the USHCC Foundation where she helped found the At the Table initiative, promoting women’s leadership in business. Because of her many successes with Pinnacle, and the respect she has earned within the business community, Ms. Vaca has been elected to serve as a director of three publicly traded companies, and has won numerous awards both for Pinnacle and as an individual. She is a recipient of the

169


coveted Ernst & Young Entrepreneur of the Year award for the Southwest Region and has been called one of the country's 100 most intriguing entrepreneurs by Goldman Sachs. Vaca has appeared on CNBC Squawk Box, FOX News, CBS News and has emerged in Fast Company Magazine as one of the Top 25 Women Business Builders in America. Vaca has been named one of the most influential Latinos in the U.S. for the past eight years, and has represented the U.S. internationally in numerous transatlantic leadership forums. She served as both a German Marshall Memorial Fellow, as a BritishAmerican Project Fellow, and as a mentor in the Peace Through Business program. She is a graduate of Texas State University with a B.A. in Speech Communications and Business Administration where she was honored as the youngest Distinguished Alumna in university history.


Because of these advancements, we now find ourselves living in the most interconnected time in human history, but also the most competitive time. I began to witness this on a global scale two years ago, when I was appointed by President Obama to become a Presidential Ambassador for Global Entrepreneurship. I was assigned to help inspire business professionals abroad, and to embolden women across the world to live up to their potential, awaken their entrepreneurial spirit, and go as far their talent -- and the latest technological tools accessible -- can take them. Around the world, the opportunities abound. But there’s a caveat: challenges also loom large, as the ubiquitous access to technology has made STEM education and workforce development an absolute necessity for American workers and entrepreneurs who must outcompete, out-build, and out-produce the rest of the world to secure America’s role as a global power. There is a lot at stake for the America’s workforce and business community. So what role can industry leaders play to ensure American workers develop the skills they need to lead successful lives in the 21st century? Our most important role is that of a role model. When I began Pinnacle Technical Resources in 1996, I put down $300 and went to work. I studied the industry, kept my finger on the pulse of the latest cutting-edge technological trends, and made sure I was primed and ready to begin pitching my business. In four short years, we were able to capitalize on the dot-com revolution and Y2K tech boom, positioned ourselves as a reliable IT consulting company for various Fortune 500s, and generated $3.4 million in revenue in 2000 alone. Today, Pinnacle group is America’s fastest growing woman-owned enterprise, largest Latina-owned business, and a leading technology, workforce solutions provider. In 2015, our company generated over $1 billion in revenue, making it the largest Latina-owned business in the United States. I share this story with my mentees, not to impress them, but to impress upon them the first rule to succeeding in this globally competitive business world: never stop learning.


Role models don’t just give good advice; they mobilize resources and use the abundance of their own experiences to enrich the lives of others. I firmly believe that “you can’t be what you can’t see.” That’s why as Chairman, I’ve positioned the US Hispanic Chamber of Commerce (USHCC) Foundation to become an institution of servant leadership, offering myself and my colleagues as role models and giving back to the next generation of STEM innovators. Personal mentorship is an effective way to help STEMrelated professionals reach their full potential. An alternative corporate model has been ERGs. Each year, the USHCC convenes an Employee Resource Group (ERG) Summit and Corporate Challenge, where STEM education is the leading topic of discussion. Over 100 corporations have actively competed in the previous four years of the Corporate Challenge, including JPMorgan Chase, AT &T, Ford Motor Company, Aetna, Johnson & Johnson, Bank of America, Verizon, and ExxonMobil. These companies' ERGs compete based on their impact on the career advancement of minority professionals, alignment of ERG initiatives and corporate objectives, community involvement, and cultural advancement within their firms. While the ERG Summit is open to all diverse communities, Hispanic professionals to have a high affinity towards STEM education. In fact, studies show that Hispanics over-index in the use of technology, and the number of Hispanic students studying STEM is increasing rapidly, by a factor of 33 percent. Emphasizing STEM education in America an absolute must, but our work doesn’t stop there. Over the years, Pinnacle has done its part to invest in STEM education on a national scale but more importantly in local communities where it matters and is needed most. We’ve devoted time and resources to pro-growth initiatives such as the Dallas Blueprint for Leadership and the Mayor’s Intern Fellows programs, donated technology for more than ten years to the parents of STEM students of the Dallas Independent School District (DISD), which is the third largest employer in the city of Dallas, and helped build tech libraries for day care centers so that children can get a head start familiarizing themselves with technology. As business leaders, we can shape the future of this country, by ensuring the next generation and our children have the resources they need to succeed, everyone has a world-class STEM education within their reach, and employees and employers alike have the guidance they need to punch their ticket to success. Together, we can help every hard working man or woman reach their pinnacle.■


Pinnacle Group

As the founder and owner of a technology-driven workforce solutions provider, I’ve spent the past 20 years evolving with, and working alongside business partners such as Verizon, Comcast, AT&T, HP, and many other industry leaders to help make the “World Wide Web” live up to its name. The result: over 3.2 billion consumers and business owners across the globe now have access to affordable, efficient, and secure online services. The advent of modern technology has literally put the world at our fingertips -- all at the click of a button, the swipe of a screen, or a simple question to Siri.

James Heppelmann President and Chief Executive Officer PTC PTC (NASDAQ: PTC) is a global provider of technology platforms and solutions that transform how companies create, operate, and service the “things” in the Internet of Things (IoT). The company’s next-generation ThingWorx® technology platform gives developers the tools they need to capture, analyze, and capitalize on the vast amounts of data being generated by smart, connected products and systems. The company’s field-proven solutions are deployed in 26,000 businesses worldwide to generate a product or service advantage. PTC’s award-winning CEO, considered an industry thought leader, co-authored the definitive guides to the impact of the IoT on business in the Harvard Business Review.

James (Jim) Heppelmann is the president and chief executive officer (CEO) of PTC, responsible for driving the company’s global business strategy and operations. During Mr. Heppelmann’s leadership tenure, PTC has assembled the industry’s most comprehensive technology capabilities that enable companies to create, connect, operate, and service smart, connected products. He also serves on PTC’s Board of Directors. Honored as 2014 Internet of Things (IoT) CEO of the Year, Mr. Heppelmann is seen as a thought leader in the IoT space. He co-authored two articles with Harvard Professor Michael E. Porter on the Internet of Things, including the November 2014 issue of Harvard Business

171


Review, called “How Smart, Connected Products are Transforming Competition” and the second in the October 2015 issue called “How Smart, Connected Products are Transforming Companies.” Mr. Heppelmann also speaks regularly around the globe on the subject and was recently a featured speaker at Brookings Institution regarding the role of digitization in America’s advanced industries. He has been published and quoted in numerous global business and trade media, including The Wall Street Journal, Forbes, and Bloomberg Businessweek. Mr. Heppelmann is a member of the board of directors at SENSATA, a world leader in automotive and industrial sensors and controls.


To further this idea, we believe our future and the sustained success for our customers depend on each new generation of students. Having access to a strong STEM and modern product development and IoT education designed around real-world challenges is paramount to that success. PTC is a thought leader in the Internet of Things (IoT)—working with 26,000 customers to deliver smart, connected products—and is dedicated to delivering an educational advantage with academic packages on IoT that include software, curriculum and projects so educators, students, makers and researchers can develop smart, connected products right in the classroom. For example, PTC recently released a series of online courses available worldwide through Udemy, an established provider of MOOCs (Massive Open Online Courses.) The courses focus on general product development and business strategies associated with the IoT and include presentations, demos and use cases and were created to offer unique, focused education for today’s engineering, data science and computer science students.


We also sponsor programs that prepare students for every career by providing real world tools to inspire the next generation of innovators. One example is FIRST (For the Inspiration and Recognition of Science and Technology), whichreaches an estimated 300,000 students annually and offers an accessible, innovative, mentor-based STEM programs for K-12. These programs inspire young people to think, design and create something physical using their engineering knowledge and skills. As a FIRSTStrategic Partner, PTC donates product development software and easy-to-use training curriculum as well as hosting ROBOTalk, a weekly webinar offered September through November to all FIRST teams that cover topics from fundraising to “How to Model Almost Anything.” Too few high school and college students invest their careers into STEM fields today. The first challenge is to inspire students toward STEM education, in effect to make it cool again. The second challenge is to deliver a quality educational program. PTC strives to deliver and support programs that capture the imagination of students, and then cultivate their aspirations creating a new source of tomorrow’s innovators, entrepreneurs and technologists.■


PTC

America was built on innovation and entrepreneurship, and there is nothing more important than a continued focus on these efforts. By getting students passionate about careers in science, technology, engineering and mathematics, we create a pipeline of talent necessary to strengthen our national competitiveness which is the backbone of our economy, our security and our quality of life.

Robert E. Moritz Chairman and Senior Partner PwC US PwC US helps organizations and individuals create the value they’re looking for. As a member of the PwC network of firms in 157 countries with more than 208,000 people, we are committed to delivering quality in assurance, tax and advisory services. Tell us what matters to you and find out more by visiting us at www.pwc.com/US. Our firm has a long-standing history of delivering exceptional services to our clients and providing an incomparable professional experience for our people. At PwC our Purpose is to build trust in society and solve important problems. Corporate Responsibility (CR) is a key element of our Purpose. It’s important that we play a role in constructing and delivering solutions to the immense challenges faced by society. At the heart of our CR strategy is PwC’s Earn Your Future, our five-year, $190 million commitment to better prepare students to make responsible financial decisions and contribute to a healthier U.S. economy.

Bob Moritz is the Chairman and Senior Partner of the US firm of PwC. He is also a member of the PwC global network leadership team, which includes the senior partners from the network’s four largest territories. Prior to July 2009, Bob served as the Assurance Leader of the US firm from 2006 to 2009; and from 2004 to 2006 was the Managing Partner of the New York office and New York Metro Region. Bob joined the firm in 1985 and became a partner in 1995. From 1998 to 2001, he served as the New York Metro Region Financial Services Leader. From 2001 to 2004, he led the Financial Services Audit and Business Advisory practice, which includes the banking, capital markets, insurance, investment management, and real estate sectors.

173


Bob served a three-year tour in PwC Tokyo, providing audit and advisory services to numerous European and US-based financial services organizations operating in Japan. He is a graduate of the State University of New York at Oswego and is a member of the American Institute of Certified Public Accountants, the New York State Society of CPAs and the New Jersey State Society of CPAs. He is the chair of the Center for Audit Quality Governing Board and board member of the Oswego College Foundation. Other board memberships include the Atlantic Council, the Conference Board and the Partnership for New York City. Bob resides in Westchester County, New York and has two children.


Youth education is one of the most important issues facing our country today. At PwC, we are leveraging our greatest asset – our people – to make a real, tangible difference in the lives of millions. We create an environment that enables our people to succeed by providing quality learning and development programs, a flexible work environment, and opportunities to develop leadership outside of work by supporting philanthropic interests both in and out of the office. More than ever before, partners and staff want to make a difference and help solve social issues. Creating opportunities for them to do so only increases their level of engagement with the firm and helps them to better identify with our Purpose, which is to build trust in society and solve important problem. Through PwC’s Earn Your Future, we’re providing opportunities for our people to bring their passion and skills into the community and demonstrate leadership through diverse educational and life-building experiences that inspire them. With PwC’s support, our people are serving on local youth nonprofit boards, teaching and mentoring students and delivering pro bono services to nonprofits, all of which provide greater opportunity to engage more of our professionals in giving time and talent. This shared value—the benefit to the individual, our local communities as well as the brand of PwC—is the foundation of our investments. In June 2012, PwC launched Earn Your Future, a fiveyear, $160 million commitment of funding, skills-based volunteering, teacher training opportunities and nocost curricula developed by experienced educational researchers. In April 2015, PwC extended Earn Your Future by an additional $30 million, increasing its overall commitment to $190 million. It’s a commitment unlike any we’ve made before at PwC, and what makes me most proud is that it puts our people in front of it. Rather than participating in activities with short-term outcomes, our focus on youth education revolves around leveraging the time and talents our people to make long-term, meaningful impact. Through this initiative, we’re providing hands-on instruction teaching students


in the classroom, reaching them virtually via a college and career readiness mobile app, delivering pro bono work and measuring our efforts along the way. Working with Knowledge@Wharton High School, we’re helping educators increase their confidence and teaching skills around financial and business education. Ours is a comprehensive approach, authentic to who we are as a firm that extends across the learning continuum, starting with learning readiness and availability of learning resources, core math skills, financial education, college and real-world engagement preparation and lifelong-learning that empowers students. The intersection of technology and education continues to be a key driver of innovation and a necessary component sustaining healthy and innovative societies and economies. In order to grow our economy, we must continue raising the education bar and drawing youth to STEM-related disciplines through real and relevant experiences that excite them. This requires vested interest and thoughtful collaboration to advance access and opportunity for students from a diverse set of backgrounds. As an example, the PwC Charitable Foundation, Inc. is investing in the Marine Corps Scholarship Foundation to provide higher education need-based scholarships to children of Marines and Navy Corpsmen, of which 45 percent of the recipients are pursuing majors in science, technology, engineering and mathematics and health sciences. We can encourage students by collectively stepping up to the plate and taking the long view on making investments. We believe the first step is increasing students’ beliefs in their own abilities to succeed in STEM-related subjects and careers through inspiring and engaging STEM-related experiences. For PwC, we use our employees' core skill set to focus on improving financial literacy -- skills our future leaders need for tomorrow, regardless of the positions they might hold. Our Earn Your Future initiative helps to not only improve students’ core math skills, but develop self-confidence through positive mentoring experiences ith our staff and exposure to engaging content, making learning fun. Other companies might offer internships and jobshadowing programs, allowing youth to experience the types of promising careers that await them. By increasing their confidence, we have the opportunity to change student outcomes and improve the abilities or potential of our future workforce. Another area where we all can improve is mentoring and developing talent, and creating opportunities for this talent within organizations. One example of this at PwC is Women In Technology, an internal resource group, which is designed to be an accelerator for enhancing inclusiveness and supporting our internal culture of innovation aroundtork.■


PwC US

Helping students develop fundamental 21st century and STEM-related skills is critical to the health and competitiveness of our economy. According to PwC’s 19th annual Global CEO Survey, strategic thinking and adaptability were cited by an overwhelming number of business leaders as critical skills needed by tomorrow’s CEOs.The combination of critical thinking,analytical skills, communication and creativity associated with STEM education will not only help students with important life decisions, but will also better prepare students to rise to the challenge of job demands. Tomorrow’s leaders, businesses, educators and communities must come together to provide solutions and introduce STEMrelated courses to today’s students at an early age, and with greater frequency. It’s an economic imperative, and a personal one each of us must own.

Steve Mollenkopf Chief Executive Officer Qualcomm Incorporated Qualcomm Incorporated is a world leader in mobile computing, 3G, 4G, Wi-Fi, Bluetooth and next-generation wireless technologies. For more than 30 years, Qualcomm’s ideas and inventions have fueled major technology trends, transforming the way people work, live and play. Qualcomm is committed to encouraging STEM education for students of all ages, expanding opportunities for underrepresented students, and reducing the engineering gender gap. Qualcomm does this through programs like the Qualcomm® Thinkabit Lab , a makerspace where students from all cultural and socio-economic backgrounds access hands-on experiences in engineering. Qualcomm also supports FIRST globally as a sponsor and strategic partner, providing employee volunteering and mentorship, and implementing new technologies into the competitions. Additionally, Qualcomm supports the Institute of International Education and engages with other organizations to advance the Women Enhancing Technology (WeTech) program, a Clinton Global Initiative commitment that links girls to university scholarships in engineering, leadership and technical opportunities.

Steve Mollenkopf is chief executive officer of Qualcomm Incorporated and serves on the Company’s board of directors. Mollenkopf began his Qualcomm career as an engineer more than 20 years ago and since then has helped define and implement Qualcomm’s strategy and technologies, propelling smartphones and mobile technology into the mainstream. During Mollenkopf’s tenure as president and chief operating officer, Qualcomm became a leader in mobile technology, including computing, graphics and multimedia. The Company also expanded its 3G and 4G modem leadership position under Mollenkopf’s guidance. Mollenkopf supports Qualcomm’s commitment to fostering STEM education at all levels, including initiatives like the Qualcomm® Thinkabit Lab and FIRST® (For Inspiration and Recognition of Science and Technology), a non-profit organization focused on inspiring young people's interest in science and technology.Prior to his role as president and COO, Mollenkopf led the Company’s chip-

175


set business. Under his leadership Qualcomm became the world’s largest mobile chipset supplier and a global leader in WCDMA, LTE and smartphones. He also spearheaded Qualcomm’s acquisition of Atheros, which helped expand the Company’s business far beyond smartphones, and accelerated the adoption of Qualcomm’s technologies in new segments. Mollenkopf is a published IEEE author and holds patents in areas such as power estimation and measurement, multi-standard transmitters, and wireless communication transceiver technology. Mollenkopf serves as chairman of the Global Semiconductor Alliance and as a member of the board of directors for the Semiconductor Industry Association. He holds a Bachelor of Science degree in electrical engineering from Virginia Tech and a Master of Science degree in electrical engineering from the University of Michigan.


Qualcomm Thinkabit Lab has received recognition and acknowledgement outside of Qualcomm. The Mayor of San Diego, Kevin Faulconer, called Thinkabit a model to increase the exposure to STEM education and careers, and has encouraged other major companies in the region 1 http://www. bls.gov/opub/mlr/2009/11/art5full.pdf to replicate five labs inspired by it. Schools, libraries and other companies are reaching out to us to adopt our model in their facilities.

At Qualcomm, we know that STEM education is essential for the future of innovation, and that it is critical to dedicate resources to nurture STEM education at all levels. If we are to have a chance of succeeding in addressing this STEM challenge, it’s necessary that the private sector, government and educators work together. At the Thinkabit Lab, we see every day how collaboration pays off. Located at our San Diego headquarters, Thinkabit provides middle school students the opportunity to gain exposure to different types of engineering and non-engineering careers, needed to support technology companies. By collaborating with school district superintendents, principals and teachers, we make sure that the sparkle that Thinkabit ignites in the students, remains alive and continues growing when they go back to their schools.

Currently, we are in the process of expanding our Thinkabit Lab to the National Capital Region through a collaboration with Virginia Tech’s Department of Engineering Education and School of Education, bringing the lab to the Virginia Tech Northern Virginia Center in Falls Church, Virginia.

There are so many success stories we can tell about our students! At one school, an elective robotics class went from 13% to 40% girls’ attendance after a Thinkabit Lab experience. Students who have been disengaged in school, come back energized and inspired to become engineers. We have hosted classes for students with special needs, and they have the same engaging experience and achieve the same great results as the rest of our students. The Thinkabit Lab also hosts our Qcamp for Girls in STEM, a program developed in collaboration with the Institute of International Education and the University of California, Berkeley. Qcamp aims to inspire middle school girls to remain interested in STEM as they go through middle school; this is often the time when girls lose interest in STEM-related topics. The first cohort of Qcampers attended in 2014, returned to the program in 2015, and will come back in 2016 for their third consecutive two-week camp. Throughout the school year we connect with them for other engaging activities to keep their interest high. Preliminary results show that Qcamp helps girls develop the dispositions, practices and knowledge that enable success in future STEM learning.


Knowing that there’s a great opportunity to reach more students, we kicked off the expansion of the Thinkabit Lab to initially three schools in San Diego. The expansion is not only about creating a space that resembles the one in our headquarters, but we also work with the schools by collaborating with teachers on content and coursework development and sharing best practices.

At an international level, our offices in Shanghai and Beijing hosted Thinkabit experiences. In Shanghai, we worked with a local non-governmental organization, Shanghai Adream Charitable Foundation, and invited students from 12 schools to participate. In Beijing, we held a Lab for students from Dandelion Middle School, which serves children of migrant workers. At both experiences, Qualcomm employees volunteered as instructors, and students practiced coding and created their own robotic crafts. After their experience, many students expressed interest in the possibility of pursuing engineering careers. Our plans to expand the Lab also includes an online component to give kids who attended the Thinkabit Lab a chance to access resources and reconnect with their Lab experience to inspire their ongoing interest in STEM. We are also providing access to our programs through the University of California, San Diego, which will share Thinkabit content via UCTV’s STEAM Channel. There is still much to be done, but we are going in the right direction. We know that the Thinkabit Lab model works, and that we are having a meaningful, long-lasting impact. The students that are visiting us today, will be the inventors of tomorrow. We know we are affecting change in our STEM future!.■


Qualcomm Incorporated

More than 6,500 middle school students have received a crash course in coding in robotics in the past two years, thanks to Qualcomm® Thinkabit Lab . This makerspace—part engineering lab and part art studio—encourages 6 backgrounds to collaborate, invent and present their robotic creations (or “Robo-crafts”) while experiencing hands-on learning in an integrated, student-centered environment. Qualcomm created this program because we are inventing the technologies that will shape tomorrow, and we don’t take invention or inventors for granted. It’s easy to assume that technology will always march on, and that our devices will always get better, faster, and cheaper. But we need skilled technologists to make that happen. And there are not enough of them. Although STEM jobs are growing fast, the Bureau of Labor Statistics estimates that 1.2 million high-skilled positions will be unfilled by 20181 due to a shortage of qualified workers.

Linda Galipeau Chief Executive Officer Randstad US Randstad US is a wholly owned subsidiary of Randstad Holding nv, a $22.9 billion global provider of HR services. As one of the largest staffing organizations in the United States, Randstad provides temporary, temporary-to-hire and permanent placement services each week to over 100,000 people through its network of more than 900 branches and clientdedicated locations. Employing over 5,300 recruiting experts, the company is a top provider of outsourcing, staffing, consulting and projects and workforce solutions within the areas of Engineering, Finance & Accounting, Healthcare, Human Resources, IT, Legal, Manufacturing & Logistics, Office & Administration, Pharma and Sales & Marketing. Learn more at www.randstadusa.com and access Randstad’s panoramic U.S. thought leadership knowledge center through its Workforce360 site that offers valuable insight into the latest economic indicators and HR trends shaping the world of work.

Linda Galipeau continues to position Randstad as one of the dominant HR services organizations in the United States,Canada and the United Kingdom. Informed by her global perspective and the increasingly powerful role of technology in the staffing industry, Galipeau leads with a focus on continual improvement and organizational agility. Exemplifying this focus is Galipeau’s recent oversight of the acquisition of RiseSmart, a technologyled virtual outplacement organization that offers a progressive, personalized alternative to traditional career transition services. The addition of RiseSmart to Randstad’s portfolio allows the company to provide clients with a more comprehensive suite of services that address the full workforce continuum through a single integrated approach. Additionally, in her role as executive board member

177


of Randstad Holding nv, Galipeau chairs the Randstad Innovation Fund, a strategic corporate venture fund that invests in early to expansion-stage technology companies with the goal of accelerating HR technology advancements that impact how employers engage the workforce. A respected speaker on women’s leadership issues, Galipeau believes her role as a leader is to help others rise in their careers, and she is particularly committed to advancing women into executive-level positions. She also supports Randstad’s Hire Hope program, which assists underserved and at-risk women with careerreadiness training, apprenticeship programs and employment services. Galipeau recently was named to SIA’s Global Power 100 – Women in Staffing list.


STEM and diversity

As a global leader of human resources and staffing services, our organization provides human capital solutions to employers of all sizes across myriad industries in both metropolitan business hubs and local communities. Within every sector we serve, whether it be finance and accounting, manufacturing, IT, healthcare or others, the opportunities and challenges presented by emerging technologies critically impact our clients’operational strategies and workforce readiness, and, by extension, the broader economic landscape. At a minimum, every company needs professionals who can maintain and address ongoing STEM-related issues impacting everyday business. In the larger picture, STEM professions infuse the innovation, solutions and growth necessary for enterprises to create new products, deliver optimum services and remain competitive in their fields. Within our own industry, disruptive technologies present new protocols for what essentially is a very humantouch profession: bringing people together to create successful employer/employee relationships. We see daily how U.S. businesses demand a strong STEM-talent pipeline, and Randstad is committed to infusing resources and investment dollars to cultivate both technology solutions and STEM talent that will help shape the world of work.

This is an interesting question because research shows tremendous opportunity in cultivating a diverse STEM workforce. What we observe, however, is that many companies have yet to fully embrace the potential of underrepresented populations on their workforce. For example, the current discussion around gender-biased language in recruiting literature and job descriptions illuminates how even simple word choices can influence the applicant pool. Biased language, however, is only one reflection of a company or department’s true culture, and that true culture ultimately determines if diversity suffers or thrives. Companies effectively benefiting from a diverse workforce understand and adjust how they present themselves to all employees and reflect a commitment from senior leadership to embody a nonbiased environment.

Addressing the STEM talent gap

As a provider of human resources solutions, we are acutely aware of the STEM talent gap and work closely with clients to implement compelling strategies to attract the limited pool of STEM candidates and engage and retain these valuable employees over the long term. To inform both our clients’ and our own talent strategies, we look at existing workforce trends, such as the high dropout rate of women in IT and how unconscious bias in recruiting and hiring diminishes the appeal of STEM careers for particular employee populations. Additionally, we see how more traditional companies must create exceptional STEM talent strategies when going head-to-head with exciting, young start-ups or other organizations touting innovative cultures and dynamic work environments. Our teams therefore help employers assess their recruiting practices, employee engagement and employer brand so as to level the playing field when it comes to attracting candidates with the necessary technical skills. Promoting STEM in schools

Of the many opportunities available to impact STEM education, Randstad currently focuses on a partnership with the nonprofit organization Nepris. The Nepris platform virtually connects working professionals to K-12 classrooms.These industry experts bring real-world relevance to curriculum topics and can provide the inspiration for students to pursue STEM subjects. The Nepris partnership is an excellent fit, as our vast network of STEM talent provides Nepris with access to the subject matter experts they need. We have also conducted research targeting youth aged 11–17 to uncover what external influences impact their interest in studying STEM subjects or pursuing a STEM career. We plan to share this information with educational institutions and employers to help inform their STEM activities.


Women Powering STEM

One of the fascinating aspects of being in a line of business tied directly to the evolving workplace is our ability to chronicle the STEM-related talent issues common to so many organizations. Recognizing and discussing these commonalities is a fundamental starting point for improved coordination between STEM stakeholders. It was with this coordination in mind that Randstad last year piloted a Women Powering STEM network group. This forum meets periodically by conference call and allows executive women STEM leaders across the country to discuss subjects in confidence and glean best practices that support both their organizations’ STEM initiatives and their own careers. Participants represent disciplines across the STEM spectrum, and they have enthusiastically responded to this neutral communication platform and the ability to gain peer insight on common STEM issues. Investing in the STEM ecosystem

We’ve realized strategic STEM investments through our global corporate venture fund, the Randstad Innovation Fund. We invest in human resources technologies to ensure innovative solutions, make processes more efficient and bring fresh answers to HR challenges. We intend to build a portfolio of complementary minority investments with a focus on social sourcing, online platforms, virtual solutions, gamification and big data analytics. By capitalizing growth companies within the human resources technology space, we aim to create relationships in which Randstad’s expertise complements entrepreneurial spirit and technological excellence. Additionally, we recently held our first digital showcase event that brings together employers and HR technology innovators to discuss and demonstrate disruptive technology solutions. We believe that by providing technology entrepreneurs access to our established business-to-business network, we reinforce the impact of our investment dollars by providing critical business development support. Ultimately, our goal in participating in the STEM ecosystem is to help both employers and employees navigate and succeed in today’s dynamic and changing workplace. ■


Randstad US

Building the STEM workforce

Dr. Thomas Kennedy Chairman and Chief Executive Officer Raytheon Raytheon Company, with 2015 sales of $23 billion and 61,000 employees worldwide, is a technology and innovation leader specializing in defense, civil government and cybersecurity solutions. With a history of innovation spanning 94 years, Raytheon provides state-of-the-art electronics, mission systems integration, C5ITM products and services, sensing, effects, and mission support for customers in more than 80 countries. Raytheon is headquartered in Waltham, Mass.

Dr. Thomas A. Kennedy is Chairman and Chief Executive Officer of Raytheon. Kennedy joined Raytheon in 1983 to develop advanced radar systems, while completing his doctorate in engineering from UCLA. During his more than 32 years with the company, he has developed a deep understanding of the company’s operations, technologies and customers through various leadership positions. Before adding the responsibilities of Chairman to his position in October 2014, Kennedy became CEO in March 2014, and he was elected to Raytheon’s Board of Directors in January 2014. Earlier in his Raytheon career, Kennedy was a program manager for several radar and electronic warfare systems development programs. He holds several patents related to those technologies, and received the Aviation Week Laureate Award in 2003 for his achievements on the Active Electronically Scanned Array program. Beyond his business focus, Kennedy supports education programs in science, technology, engineering and mathematics (STEM). He continues to support and spearhead Raytheon’s MathMovesU® initiative, a program committed to increasing student interest in STEM education by engaging 179


them in hands-on,interactive activities.Kennedy also initiated Raytheon’s $10 million pledge to support initiatives aimed at empowering service members and their families through education opportunities. In 2015, Kennedy announced the first of 20 “Centers of Innovation” at Boys & Girls Clubs affiliated Youth Centers on U.S. military installations and at Clubs that support military families. The centers are being outfitted with modern technology and will offer expert mentors to lead members in projects that apply STEM principles. As another part of this commitment to military personnel and their families, Raytheon provides employee volunteer mentors to American Corporate Partners, which helps military veterans build civilian careers, and Raytheon also provides resources, career support and mentoring to Student Veterans of America to help a new generation of veterans connect their service to rewarding careers. Kennedy is also engaged in supporting STEM at the higher-education level. He is a member of the Massachusetts Institute of Technology Presidential CEO Advisory Board and the Rutgers University School of Engineering’s Industry Advisory Board.


For the last decade, our MathMovesU® initiative has encouraged students to develop an interest in math and science at an early age and then sustain that interest through their studies. With MathMovesU, we address the STEM education pipeline from kindergarten through higher education. Getting students excited about math and science today will help grow the STEM talent pipeline of tomorrow. We have invested more than $125 million to improve math and science education since we launched MathMovesU in 2005 – on programs directly run by Raytheon and those that leverage strong partnerships we have formed. For instance, every year more than 200 of the brightest middle school math students in the United States take part in the Raytheon MATHCOUNTS® National Championship – an intense, elite math meet that showcases their abilities and introduces them to students who share their skill. This is the eighth year Raytheon has served as the competition’s title sponsor, and it is my privilege to serve as the honorary chairman. Engineering is Elementary® shows schoolchildren how different kinds of engineers build things to solve real-world problems. Developed by the Museum of Science, Boston, this program takes the tack of “training the trainer,” providing teachers with engaging lessons and activities for kindergarteners through fifth graders. Raytheon has provided scholarships for nearly 500 teachers to receive the training, and the program has reached more than 10 million students around the U.S. Over the years, MathMovesU has evolved with new and innovative programs to address the STEM talent pipeline challenge. Our newest efforts reflect our desire to empower military service members and their families through STEM education. Calling upon my experience in the military and Raytheon’s close work with our defense customers, last year we pledged $5 million to bring STEM-focused “Centers of Innovation” to Boys & Girls Clubs affiliated Youth Centers on U.S. military installations and at Clubs that support military families. The centers are bringing advanced technology, mentors and afterschool STEM programming to the children of military families. As a veteran, I know firsthand that our servicemen


and women have much to offer when they leave the military. So we have expanded our partnership with Student Veterans of America through a $5 million, multiyear commitment to help military veterans succeed in higher education and beyond. With a new generation of veterans transitioning back to civilian lives, the investment will empower student veterans to reach their higher education and career goals, particularly in high-demand STEM fields. We have also launched a military tour for our popular traveling exhibit, MathAlive!®. Designed for families and students, the exhibit brings to life the actual math behind things kids love – video games, sports, fashion, music, robotics and more – through interactive, immersive experiences. As part of this new tour, the exhibit is visiting various cities across the U.S. with military bases and communities into 2017. Another area where STEM education and our defense needs intersect is in cybersecurity. Modern life has become increasingly dependent upon the conveniences of a connected world. At the same time, our systems are under threat from ever more sophisticated and aggressive hacks and attacks. What is needed is a new cybersecurity workforce with a strong STEM skill set. The challenge is that today’s students are not even aware that this is an attractive career option. Raytheon recently conducted a survey of millennials, in partnership with the National Cyber Security Alliance. We learned that 62 percent said no guidance counselor ever brought up cybersecurity as a career option. The message was clear: We must do more to get the word out. To that end, Raytheon supports the National Collegiate Cyber Defense Competition, which challenges teams to protect a network against cyber threats – exactly the kind of work they’d be doing in the jobs we hope they’ll fill after college. Events like the competition are important not only because they teach critical skills, they also provide an early look at the kind of talent industry and government hopes to hire. Raytheon also supports STEM at the higher education level by partnering with more than 65 universities and their students to sponsor research in cybersecurity and many other areas like advanced materials and additive manufacturing, signal processing and nanotechnology. These partnerships help develop and drive technology in exciting new areas, and also allow us to collaborate with the wide range of talent coming out of universities. Beyond these programs and efforts, I am also deeply committed to making sure our STEM efforts support diversity and inclusion. An atmosphere where everyone feels welcome, valued and empowered is an atmosphere where people are doing their best work. Promoting education, diversity and inclusion isn’t just the right thing to do. It also provides us a competitive advantage, helping us retain and attract world-class talent for world-class innovation.■


Raytheon

Every engineer’s career starts at a different time and for different reasons. Mine started when I was in the United States Air Force, working on high technology systems that kept our nation and allies safe during the Cold War. Serving in the military gave me a deep appreciation for aerospace and defense technology. It also allowed me to continue my education and earn a doctorate in engineering from UCLA. Throughout my service, my studies and more than 32 years at Raytheon, I have seen time and again the incredible innovations that arise when engineers and scientists work together. Raytheon has always been a company of engineers, and we want to remain that way for generations to come.

Timmothy Boettcher

President and Chief Executive Officer Realityworks Realityworks, an employee owned company, provides products and services to improve and enhance social, emotional, and physical health by enabling educators to show the probable outcomes of behaviors and choices using experiential learning technologies. Most famous for RealCare® Baby infant simulator (formerly known as Baby Think it Over® or BTIO) they have developed several other programs that address career preparation areas like business management, finance and entrepreneurship, and a RealCareer® Welding Solutions line. With products in 62 percent of U.S. school districts and programs in more than 90 countries around the world, Realityworks customers depend on their innovation and knowledge of the latest technologies to provide the most effective and valueconscious solutions for their needs. Realityworks products are based on the most relevant and valid scientific information available. Realityworks measures their global impact by how many lives are changed in positive ways as a result of their efforts.

Originally recruited in 1998 as a software engineer to design and develop cutting edge technology for new products, Mr. Boettcher assumed leadership for Research and Development and then Engineering before being named President of Realityworks in 2005. Responsible for total operations, he has driven significant understanding of market opportunities, gatekeepers, and funding in education, healthcare, and public service markets; bolstered production and supply chain efficiencies; acquired and launched new age technology; rebuilt leadership competencies; led growth into the Company’s 62% US school system and over 90 country presence; and led the implementation of the Company’s ESOP to build on the societal mission of the Company and further the family oriented culture to reward employees for their success in achieving the mission and efforts to drive growth. Focused on high market growth, he has led the Company’s turnaround and achieved double-digit top line growth simultaneously with dramatic profit and cash flow improvement.

181


Mr. Boettcher brings more than 20 years of engineering, product development, and global operations experience in education, advanced technology, manufacturing, and distribution industries. Prior to joining Realityworks, he held positions at Cray Research, a leading manufacturer of the world’s fastest supercomputers and Wal-Mart Distribution, the world’s leader in distribution and logistics. Mr. Boettcher strives to promote and change the perceptions about career opportunities in the Career and Technical Education (CTE) and Science, Technology, Engineering and Mathematics (STEM) fields. He is passionate about building effective connections between our countries workforce development system, economic development programs, and education infrastructure. A solid connection between these systems is needed to ensure our youth and workforce are prepared to be globally competitive and ready to take on the challenges and needs faced by industry.


STEM education and workforce development are critical to the future of our nation because STEMrelated jobs are vital to our economic strength and global competitiveness. However, STEM education faces a number of roadblocks: more than 50% of the current science and engineering workforce is nearing retirement; increasing numbers of high school graduates lack the knowledge and skills to pursue post-secondary STEM degrees; and enrollment in post-secondary STEM degree programs is down. Workforce development programs that feature collaboration between industry and education can help prepare participants for these vital, in-demand jobs by helping develop gateways to STEM careers, promoting the availability of STEM pathways to young people of all backgrounds and ethnic groups, and working to ensure that STEM programs focus on specific job skill development. Furthermore, programs that recognize STEM’s commonality with career and technical education (CTE) programs, which encompass both job-specific technical skills and rigorous academics, will be even more successful in providing strong foundations for further post-secondary STEM education and helping participants develop the critical thinking and problem-solving abilities, teamwork, creativity and personal accountability that employers in and out of STEM fields need. What traits do corporate leaders need to effectively support and advance STEM education today?

To effectively support and advance STEM education today, corporate leaders need to be willing to use available resources to collaborate with educators and school districts. They need to help ensure that STEM and CTE programs are in place and that those programs are helping participants hone the technical, job-related skills and critical thinking, problem-solving skills they need to seek and succeed in post-secondary STEM education. Mock interviews, business tours, job shadowing opportunities, youth apprenticeships and educator externships are a few ways corporate leaders can give young people hands-on career experiences; they can also collaborate on curriculum development to ensure it meets industry standards and supports community business opportunities, help fund necessary training tools so students’ learning experiences are authentic and take steps to change the image of STEM by publicly promoting the many benefits of these careers. What counsel would you provide on “collaborating to achieve success” in STEM education and the workforce?

Collaboration between industry leaders and CTE and STEM educators is natural; after all, the origins


of CTE included apprenticeships and on-thejob training opportunities. Although only a small percentage of today’s business leaders partner with educators, such collaboration is vital to ensure that STEM and CTE educational programs are aligned to the opportunities created by industry. The Industry Workforce Needs Coalition (IWNC), which I chair, aims to foster new and improved business and education partnerships to help this happen across the country. Businesses such as Siemens, Hypertherm, PGS and UPS – IWNC founding members – are all examples of businesses that have collaborated with area educators to ensure that local STEM and CTE programs provide industry recognized credentials, feature up-to-date training equipment, and provide internships and other hand-on job training opportunities. Such collaboration also helps engage program participants with the topics they’re studying and inspires them to continue those career exploration pathways. As the U.S. faces declining high school and college graduation rates – in fact, the National Math & Science Initiative reports that although the U.S. led the world in high school and college graduation rates 25 years ago, we have dropped to 20th and 16th place – this engagement becomes an important benefit of industry-education collaboration. To those who wish to get involved and collaborate to achieve success, I recommend starting at the IWNC’s website, iwnc. org, where numerous case studies, research and other resources on establishing such partnerships are readily available. What challenges and opportunities do you see in the way we teach technology?

Today’s 21st Century students are digital natives, having always lived in the world of technology, and they have come to expect additional technologies to lead them in their education and careers. This fact presents an opportunity for STEM and CTE educators to ensure that the technologies they are incorporating into their programs engage students in meaningful ways. That’s why Realityworks is committed to developing experiential learning products, like the RealCare® Baby infant simulator and the guideWELD® VR welding simulator, that engage students in the learning process and enable them to evaluate and analyze their decisions, understand the consequences of their actions, apply the concepts they’ve learned in the classroom and connect those concepts with real-world understanding. Additionally, simulation experiences of failure or victory help students remember what to do differently or what to replicate. Such technologies can be used to teach real-world job skills and encourage the exploration of potential STEM-related careers – fields that the US Department of Commerce estimates will grow 17% by 2018, nearly double the growth for non-STEM fields. ■


Realityworks


Siobhan Mullen Founder and Chief Executive Officer SAS Games, Inc SAS Games, Inc. is the parent company of TiViTz. Formed in 2004, SAS Games is led by CEO Siobhan Mullen, a former aerospace executive and entrepreneur, in partnership with TiViTz creator, Stephen Scully. TiViTz games are designed to motivate students and encourage them towards careers in Science, Engineering, Technology and Math (STEM). TiViTz is as easy to learn as checkers, but as challenging to master as chess. TiViTz is adaptable to multiple themes, subjects, skill levels, languages and platforms from computers to tablets and smartphones. TiViTz has won multiple awards including Dr. Toy, Parents’ Choice, Creative Child and National Parenting and has been used by more than 400,000 students and 10,000 teachers. Past TiViTz tournaments have been hosted by NASA, Ripken Baseball, NHL teams, Schwarzenegger Youth Foundation, Boeing, McDonald’s, Museums, SeaWorld, Colleges and Major League Baseball teams. Tournaments build confidence in students and reinforce math skills in an exciting way.

Siobhan Mullen is the Founder and CEO of SAS Games, Inc., the parent company of the award-winning educational game TiViTz. In her role, she heads the strategic growth and development of the popular TiViTz games for kids, designed to motivate students to improve their math skills. A former aerospace executive and entrepreneur, Siobhan has extensive experience in start-up and early-stage ventures, as well as management and growth of significantly larger organizations. Prior to founding SAS Games and launching the TiViTz games, she was a founder of and consultant to The ARGOS Foundation, a mobile satellite solutions company, as well as to Jean-Michel Cousteau’s Global Ocean Network, a provider of real-time environmental data. Before the Cousteau project, she was a Special Assistant for International Commercial Issues to the Administrator of NASA.

183


Siobhan was also formerly the Founder, President and CEO of AKJUIT Aerospace and its three subsidiaries: SpacePort Canada, SILA Communications and AKJUIT DataLink. SpacePort Canada was a privately-funded commercial launch site company, developing with state-of-the-art technology an “airport for rockets”. SILA Communications designed low earth orbit, high-speed data satellite constellations. Akjuit DataLink was a global data provider company using high latitude ground stations. Mullen was also a program manager for Hughes, TRW and Honeywell. Siobhan holds an MBA from the Wharton School of Business at the University of Pennsylvania, a Master of Arts in International Studies from the University of Pennsylvania, a Bachelor of Arts degree in Physics and Bachelor of Science degree in Optical Engineering from the University of Rochester.


large aerospace companies and with my own smaller companies. This afforded me a front row seat to watch the attrition rate in the high tech industries go up, while the number of students entering the STEM fields went down significantly. As a result, I took a hiatus from my space career to found a company that would help students prepare for the STEM subjects by motivating them to want to speak the language of math.

According to the OECD, the US is ranked 36th in the world in math with nearly 70 percent of our 8th graders unable to do the math of their grade level. This critical loss of STEM knowledge capital is significantly reducing basic scientific research that leads to innovation and growth. Over the last decade, more than half of US patents were awarded to non-US companies. We are fast losing our competitive edge.

The core product of the company is a math game engine adaptable to multiple platforms, skill levels, themes, subjects and languages. The game is used as a supplemental teaching tool in the classroom, after school clubs and at home. For the best results, the game is used in a tournament setting to build confidence in students and to reinforce their math skills in an exciting way. Past TiViTz Tournaments have been hosted by NASA, Ripken Baseball, NHL teams, Arnold Schwarzenegger Youth Foundation, Boeing, McDonald’s, Museums, SeaWorld, Colleges and Major League Baseball teams.

The STEM gap is also costing Americans jobs and money. Sixty percent of new jobs worldwide in this century will require STEM skills, currently possessed by only 20 percent of the workforce. However, despite the need for STEM graduates, the United States will be short three million high-skills workers by 2018. The US faces a STEM crisis that should not be a surprise, as we award only a third the number of bachelor degrees in science and engineering as do the Asian universities. Our current lack of STEM skills, particularly in math, has already cost us more than five percent in GDP as estimated by economists. However according to a Harvard study, we could increase our GDP growth by simply enhancing our students’ math skills. The study concluded that over an 80 year period, economic gains from increasing the percentage of math proficient students to Korean levels would increase the US growth rate by 1.3 percentage points, yielding over $75 trillion. The key to improving our STEM knowledge capital is MATH, the language of all things STEM. But, how do we increase that percentage of math proficient students? We must be creative in how we motivate our youth to engage in math, particularly in the 3rd through 5th grade before they enter middle school. In middle school, we need to reinforce those basic math skills to ensure their success in higher math and the introductory STEM subjects. In high school and college, we need to mentor those students who show an interest in following the STEM path.

My Company is now taking those successful tournaments online as a nationwide TiViTz Math Bee to motivate and to reinforce math skills with even more students. The nationwide TiViTz Math Bee will follow the model of the national Spelling Bee, but with students playing in teams to qualify. Winning teams will advance to the regional, state and national levels and the national championship team will win a college scholarship of $1 million! The third element of success in the STEM career path is to mentor the student and the young adult in the workplace. Nurturing the student or young adult by helping to navigate their path forward and by providing a safe environment to make mistakes and learn from them is critical to their success. I was lucky to have several mentors from my childhood through my many entrepreneurial ventures. Those mentors ranged from my theoretical physicist father to a college physics professor to a communication satellite payload chief scientist to the CEOs of two major aerospace companies. Without them, I would not have been able to achieve the successes in my academic pursuits, in my chosen space career or in my own companies. My STEM skills and my mentors helped me make my “mark” on the world.■

With a background in physics and optical engineering, I pursued a career in the space industry building satellites, launch vehicles and launch sites working with



SAS Games, Inc

The US is no longer the dominating leader in science and technology as it once was in the 20th century. Our students are not keeping up with those in other countries in math and science. To remain competitive, we must educate our youth and young adults in the STEM fields in order to upgrade our workforce, to pioneer new inventions and to meet the future needs of this Information Age.

Jim Goodnight Chief Executive Officer SAS SAS is the leader in analytics and focuses its philanthropic efforts on education initiatives geared toward increasing the STEM-skilled workforce. SAS uses a multi-pronged approach to provide support through many channels and uses its resources to develop creative instructional materials. Examples of this approach include providing free interactive, standardsbased curriculum software for K-12, as well as free SAS software to university students, professors and researchers. SAS collaborates with higher education institutions around the world to create degree and certificate programs in analytics and related disciplines, including the first Master of Science in Analytics program at North Carolina State University. By supporting efforts that prepare more graduates for college, work and success in the 21st century, SAS continues to play a vital role in the global community.

As the CEO of SAS, the world’s leading analytics vendor, Jim Goodnight has led the company since its inception in 1976, overseeing an unbroken chain of revenue growth and profitability that is unprecedented in the industry. Renowned for its innovation and corporate culture, SAS is a fixture on best workplaces lists worldwide, including having ranked No. 1 on the Fortune list for the US and No. 1 on the Great Places to Work Institute’s multinational ranking. A reputation for innovation has secured SAS among the world’s largest software companies. Goodnight continues this commitment to breakthrough technology by reinvesting about a quarter of total revenue each year in research and development, nearly double the percentage of other large software companies. Born in Salisbury, NC, Goodnight has strong and dedicated ties to his home state. He earned his bachelor’s degree in applied mathematics and his master’s in statistics from

185


North Carolina State University. He also earned his doctorate in statistics at NC State, where he was a faculty member from 1972-76. His passion for learning led him to endow several NCSU professorships and make education the focus of SAS' philanthropy. In 1997 Goodnight co-founded Cary Academy, an independent college preparatory day school for students in grades six through 12, with the goal of creating a model school for integrating technology into education. However, he found the digital curriculum available on the market at the time to be lacking. As a result, Goodnight guided the creation of free online educational resources that help K-12 schools meet the challenges of the new millennium. He also launched free SAS® software and training for adult learners and higher education institutions.


This is of great concern for me not only as a citizen, but especially as CEO of SAS, an analytics company that relies on, and whose customers rely on, STEM talent. Analytics careers demand strong proficiency in many STEM disciplines, including math and statistics. Analytics is the key to analyzing and deriving value from big data, which is critical to competition, productivity and innovation for companies in the US and around the world. We need to help students understand the value of a STEM degree and the tremendous career opportunities it provides. A May 2015 report from Georgetown’s Center on Education and the Workforce, The Economic Value of College Majors, revealed a significant disconnect between the popularity and earning potential of degrees. Nine of the 10 highest-paying majors are in engineering majors, and some of the highest-earning degrees are in the fields of computers, statistics and mathematics. But applied mathematics and statistics both ranked near the bottom in popularity. SAS helped establish the first analytics master’s program in the country at North Carolina State University. Upon graduation, the class of 2015 averaged three job offers per student, and the mean base salary was more than $96,000. We need to bolster STEM education all the way down to pre-K so that students have the confidence to pursue what are often seen as intimidating majors. In today’s world, STEM skills are important for almost any occupation, whether it requires a technical certificate, a two-year degree, a four-year degree or beyond. To reverse that gap, we need to understand what is happening in our education system. Data and analytics can provide that understanding. We need to stop analyzing our education system in silos. Longitudinal data analysis is important across the entire education continuum, starting with strong early learning programs and on into the workforce. Student data can be analyzed to understand the incoming academic preparedness of students before they enter the classroom, whether for kindergarten, middle school, high school and beyond. Student data helps in understanding academic growth patterns while that student is in the classroom. Student data can also be used to identify students in need of early interventions, mitigating the later


need for remedial coursework. Conversely, data can identify students who are ready for more rigorous academic opportunities to help them reach their potential. Data can be used to pilot innovative interventions and scale approaches that prove the most successful. The importance of data and analytics does not end with the education system. Workforce data tied to educational data is critical to reversing the skills gap. For example, data about the workforce needs of businesses will help colleges design curricula, certificate and degree programs that actually meet employer demands. SAS has launched several initiatives, and has a history of partnering with educational institutions and organizations to generate more STEM and analytics talent. SAS® Curriculum Pathways® offers free digital resources and mobile learning apps for K-12. It is now used in schools in all 50 states by more than 1 million teachers and students. Two years ago we launched SAS Analytics U, a global initiative offering students, professors, independent learners and researchers free and easy access to SAS software, training and online communities. The response has been tremendous. More than 500,000 people worldwide have downloaded SAS University Edition, which offers valuable experience with SAS foundational technologies to anyone, anywhere, for free. SAS OnDemand for Academics makes it easy for professors and students to use SAS statistical analysis, data mining, and forecasting software at no cost. We now have more than 39,000 active users, and last year expanded the program to make it available through the Amazon cloud. SAS has partnered with colleges and universities to create and launch nearly 40 masters and undergraduate degrees, as well as 90 certificate programs in analytics and related disciplines. Other STEM-related initiatives include an annual Math Summit where hundreds of teachers gather to improve math instruction; STEM Career Days, where SAS volunteers get young students excited about analytics; 1:1 laptop initiatives; award programs for students doing interesting work with analytics; and support of Computer Science Education Week and the Hour of Code. It will take a comprehensive effort by the public and private sectors to create the STEM talent we need to close the skills gap. I believe a mere 10 percent increase in STEM graduates will accomplish that. Surely, with America’s leadership position at stake, we can work together to achieve that. ■


SAS

We are facing a STEM skills gap that jeopardizes America’s position as the world’s foremost country in innovation. The US continues to lag behind countries such as China and India in producing STEM graduates for the nation’s workforce. As more innovation moves overseas, the US risks becoming a service-based economy.

Carmen Castillo President and Chief Executive Officer SDI International Corp. SDI International Corp. is one of the largest certified diversity and woman-owned Procurement Outsourcing Organizations in the world. With mature outsourcing delivery models handling US$2.5 billion annually, SDI has consistently driven long-term sustainable and tangible benefits to Fortune 500s for over 22 years. The company provides its clients with fully scalable global indirect procurement solutions (tailend) centered on Procure-to-Pay and Source-to-Pay. These programs are designed to manage large numbers of small suppliers handling non-critical/non-catalogue transactions that are often untracked, resulting in inefficiencies in process times, compliance and costs. SDI lowers transactional costs via innovative category management, cycle time reduction, increased business controls, risk mitigation, business analytics, and real-time spend visibility. With global operations and sourcing teams, SDI’s model has multi-continent coverage with cross-border capabilities handling most primary languages and international currencies.

Carmen Castillo is the President and CEO of SDI International Corp. (SDI), which she founded in Florida in 1992. The company provides its clients with fully scalable global indirect procurement solutions for the tail-end, centered on Procureto-Pay and Source-toPay. These programs are designed to manage large numbers of small suppliers handling noncritical/ non-catalogue transactions that are often untracked, resulting in inefficiencies in process times, compliance and costs. SDI’s managed spend has increased by 130% over the past five years, now managing in excess of $2.5 billion annually. “We make ourselves indispensable to our clients by building globally and acting locally,” Carmen states emphatically. Her mantra is evident in SDI’s global footprint, which includes Centers of Excellence in the U.S., Argentina, Belgium, Canada, China, India, Bratislava, the United Kingdom, Poland, South Africa, and soon in Mexico. SDI has distinguished itself

187


as a provider of robust process efficiencies, driving repeatable hard cost savings through cutting-edge technology, risk assessment, quality policies and a dedicated team, fostering long-standing business relationships with its Fortune 500 customers. As part of her responsibilities as President/ CEO of the firm, Carmen is hands-on with the overall coordination of company operations, global advertising, business development and marketing programs, along with proposal strategies and preparation. From the advocacy perspective, Carmen acts as a Board Member of the United States Hispanic Chamber of Commerce (USHCC) and leads their Audit and International Committees. She is also Vice Chair of the International Women’s Entrepreneurial Challenge (IWEC), and collaborates with the boards of many other Minority- and Womanowned business organizations.


As a global company that relies heavily on technological innovation as the foundation of our business, unequivocally supporting inclusion in STEM is imperative for SDI. Over the past 20 years, I have seen an explosion in the demand for IT staffing needs, particularly for technical services professionals who demonstrate proficiencies in data analytics, cybersecurity, and cloud architecture. And while many of these positions are eventually filled, they are often only by men.

Further: At home and in school, we must encourage curiosity in girls — curiosity about the world around us and how it works. With curiosity comes discovery, understanding, and knowledge. With knowledge comes power, and the power for women to take control of their lives, their businesses, and generate global innovation in technology and science. Mentoring and apprenticing may not appear to be particularly novel ideas, but effective mentoring can generate tremendous results. When young girls and women work closely with supportive, successful role models, they unlock opportunity otherwise thought off limits. Not to mention defying gender stereotypes.■

A dedicated approach to foster inclusion and close the gender gap in STEM participation would yield countless engineering, scientific, and technological resources. Early, recurring exposure and mentorship are two strategies that would ultimately expand critical 21st century skills among women, whether it’s for building rockets, erecting bridges, or designing video games.



SDI International Corp.

It begins with curiosity, exposure, and exploration — and ends with discovery, innovation, and empowerment. The importance and influence of STEM studies simply can’t be overstated.

David Etzwiler Chief Executive Officer Siemens Foundation The Siemens Foundation has invested over $90 million to advance U.S. workforce development and education initiatives in science, technology, engineering and math. Its mission is inspired by the culture of innovation, research and continuous learning that has been the hallmark of global technology powerhouse, Siemens AG, for more than 165 years. Siemens Corporation, with $22.2 billion in fiscal 2014 revenue, is a U.S. subsidiary of Siemens AG, which had fiscal 2014 worldwide revenues of approximately $98 billion. Approximately 50,000 of the company’s 343,000 employees are located throughout all 50 states and Puerto Rico. Together, the programs at the Siemens Foundation are narrowing the opportunity gap for young people in the U.S. when it comes to STEM careers, and igniting and sustaining today’s STEM workforce and tomorrow’s scientists and engineers. Follow the Siemens Foundation and Siemens USA on Twitter, Facebook, and Siemens’ U.S. Executive Pulse leadership blog.

David Etzwiler was named CEO of the Siemens Foundation in 2013, a new role charged with expanding the organization’s reach and impact. The Siemens Foundation ignites and sustains today’s STEM workforce and tomorrow’s scientists and engineers. Under David’s leadership, the Foundation has increasingly focused its STEM efforts on U.S. middle skill workforce development. Prior to joining Siemens, David led the Decade of Discovery in Diabetes, a partnership of the Mayo Clinic, the University of Minnesota, and the State of Minnesota to improve health and drive economic growth. David’s leadership has frequently been at the intersection of business, government, and philanthropy. He spent thirteen years with Medtronic, Inc., most recently as VP of Community Affairs, and Executive Director, Medtronic Foundation. David aligned philanthropy with the company’s global business strategy, building value for both organizations and society by fully leveraging Medtronic’s people, products, and programs.

189


His tenure included leading state government affairs efforts for Medtronic’s headquarters and serving on the board of its PAC. A graduate of Northwestern University, David earned his Masters of Public Policy from The Claremont Graduate University and his JD, cum laude, from the University of Minnesota Law School. Prior to taking on leadership roles in the field of philanthropy, David practiced law, with an emphasis in charitable giving, estate planning, and non-profit management. David has been an active member of numerous boards throughout his career, including the National Council on Foundations, where he chaired the Corporate and Global Philanthropy Committees and co-chaired the 2012 Task Force on the Future of Corporate Philanthropy. He has served on the boards of the National Urban Fellows, the Minnesota Chamber of Commerce, the Minnesota Council on Foundations, and the Children’s Theatre Company. David is a member of the Board of Directors of the Siemens Foundation and the World Affairs Council in Washington, D.C.


While the answer was a resounding yes to much of our work, we knew we could do better. As a result, we charted a course to revamp the foundation’s vision and portfolio. Today, we’ve aligned the mission of the Siemens Foundation with the people, products, and programs of the Siemens Corporation to address the STEM needs of society. The Siemens Foundation ignites and sustains today’s STEM workforce and tomorrow’s scientists and engineers. Siemens Science Day aligns the knowledge and expertise of our employees with the natural curiosity of kids in kindergarten through sixth grade. Siemens employees take time out from their work days to share a well-designed STEM curriculum with elementary school students and to help them understand how STEM impacts their daily lives. Thanks to our partnership with Discovery Education, teachers have twenty-four hour access to 140 STEM modules aligned to national standards they bring to life in their classrooms. Our redesigned Siemens Competition continues to set the standard for high school STEM research competitions. Offering scholarships ranging from $10,000 to $100,000 to the best and the brightest high school scientists, the Siemens Competition is helping to ensure our country has the engineers, scientists, and researchers it needs to be innovative and to prosper for generations to come. Last year, we added new features such as an innovator’s lounge featuring entrepreneurs in STEM fields and hosted by CNN’s Fredricka Whitfield. This year, leveraging the power of technology, we are excited about the next phase of our redesign – hosting our regional competitions virtually. Collectively, these changes bring the Siemens Competition into the 21st century. The Siemens STEM Middle Skill initiative is our newest program in workforce development. Focused on developing the technical skills required for STEM jobs requiring a high school degree but not a four-year degree (jobs often referred to as “middle-skill” jobs), the initiative targets young adults in the U.S. Young people in the U.S. face significant barriers to education and employment and are struggling to compete with their international peers. Some 5.6 million young people in the U.S. are not in school and are not working. According to a recent study by the Educational Testing Service, U.S. millennials are struggling when it comes to numeracy and literacy skills compared to our international peers. In literacy, the U.S. scored lower than 15 of the 22 participating countries. In numeracy, the U.S ranked dead last. These are challenges we cannot afford to ignore.


At the same time, recent research shows great opportunity in STEM middle-skill jobs. According to a 2013 Brookings report, 20 percent of all U.S. jobs are STEM jobs – requiring a high-level of knowledge in at least one STEM area. That’s double the share of STEM jobs since the industrial revolution. Half of those jobs don’t require a four-year college degree and pay $53,000 on average – that’s 10 percent higher than non-STEM jobs with the same credential demands. Importantly, the same research found that STEM-oriented metropolitan areas perform better on an array of economic indicators – from lower unemployment, to higher wages, and the rate of exports. This is an accessible pathway that makes a difference in the lives of young people, their families, and our communities. The gap between where too many young adults find themselves today and the opportunities possible with STEM middle-skill jobs is simply too wide for us to accept. It is an area where we think the Siemens Foundation can make a difference and why we decided to add this new program to our Foundation portfolio. Here’s our strategy for helping close this opportunity gap. First, we must change the perception of middle-skill job opportunities in this country from a “fall back option” to a “career pathway of choice.” These are great jobs accessible with low to no student debt and unlimited potential. With our partners at the Aspen Institute’s College Excellence Program, we’re supporting the Aspen Prize for Community College Excellence and launching the Siemens Technical Scholars program, which will profile successful STEM technical scholars to increase awareness about these great career pathways and debunk the myth that these are “dirty,” “loud,” or “dead end” jobs. Second, we’re identifying, championing and scaling proven workforce training models. Knowing full well that states are essential to scaling, we are working with the National Governors Association Center for Best Practices to identify what makes work-based learning models effective, how to bring them to scale for young adults and how to move them into STEM fields. The closer the connection between workforce training and the demands of the employer or an industry, the more likely that training will lead to a job and advancement. It is an underutilized method that we believe holds the promise of opportunity and is ripe for growth. Comprehensively, the revamped portfolio of the Siemens Foundation is working to address STEM talent pipeline needs at multiple points – from early awareness, to technical training, to supporting the next generation of scientists and engineers. Together, our work is playing a vital role in closing the opportunity gap for young people in the U.S. ■


Siemens Foundation

When I joined the Siemens Foundation as CEO in 2013, my board – comprised of Siemens business leaders – and I took a hard look at our philanthropic portfolio and asked hard questions: Does our work fully leverage the company’s business assets? Are we addressing a real societal need in STEM education and workforce development? Are we leveraging Siemens’ expertise and brand to best serve society?

Nick Pinchuk Chairman and Chief Executive Officer Snap-on Incorporated Snap-on Incorporated is a leading global innovator, manufacturer and marketer of tools, equipment, diagnostics, repair information and systems solutions for professional users. Products and services include hand and power tools, tool storage, diagnostics software, information and management systems, shop equipment and other solutions for vehicle dealerships and repair centers, as well as customers in critical industries, including government, aviation, natural resources and power generation. Founded in 1920, Snap-on is a $3.4 billion, S&P 500 company headquartered in Kenosha, Wisconsin. Snap-on embraces technical education and careers as a national priority, particularly as it relates to STEM skills. The Company advances STEM competencies through extensive involvement with SkillsUSA, the National Coalition of Certification Centers (NC3), and schools at all levels. Snap-on is committed to arming the American workforce with STEM and other critical capabilities necessary to compete in the global economy.

Nick Pinchuk is chairman and chief executive officer of Snap-on Incorporated. He was named president and chief operating officer in April 2007, when he was also appointed to Snap-on’s board. Nick was elected chief executive officer in December 2007 and chairman in April 2009. He joined Snap-on in 2002 as senior vice president and president of Snap-on’s Worldwide Commercial and Industrial Group. Before joining Snap-on, Nick was president, global refrigeration operations, a multi-billion dollar business unit of Carrier Corporation, a subsidiary of United Technologies Corporation. Prior to that, he served in executive and operational capacities within Carrier and United Technologies. Previously, he was with the Ford Motor Company. He also served in Vietnam as an officer in the United States Army. Nick received an M.B.A. from Harvard, and master and bachelor of science degrees in engineering from Rensselaer Polytechnic Institute. He currently serves on the board of

191


directors of Columbus McKinnon Corporation; on the board of directors for the National Association of Manufacturers; on the Board of Trustees of the Manufacturer’s Alliance for Productivity and Innovation; on the Senior Advisory Board of the Syracuse University School of Management; and on the Board of Trustees of Carthage College. Nick is an outspoken leader on STEM, workforce development, and technical education and careers. Recognizing his role in the formation of our nation’s technical education agenda, the Career and Technical Education Foundation named Nick National Business Leader of the Year in 2011. SkillsUSA named him Champion of the Year in 2012, recognizing his extensive support for the growth of a skilled American workforce. The International Technology and Engineering Educators Association recognized Nick in 2015 for his farreaching professional contributions. Recently, Nick was named to the IndustryWeek Manufacturing Hall of Fame.


America is in the midst of a global competition…for jobs…for prosperity…and for the future. STEM/technical education is our primary weapon in this conflict. In fact, the up-skilling of the American workforce is the seminal issue of our time. No path to prosperity in America is possible without a manufacturing renaissance. And, no ongoing prosperity is possible without a strong middle class. But, our middle class is under pressure and the American Dream is under question. Media across our Country are screaming that the middle is shrinking… it’s eroding…it’s at risk. This is a big problem because it’s the great middle, advanced by the American workforce, which has created the extraordinary society we enjoy today. But, in the current environment, there is increased competition from committed and energetic workforces in other countries…places like China, Brazil and India. Jobs have always gravitated to the most capable workforce. In that regard, American workers have been and are still formidable, but others are catching up…taking jobs…creating pressure on our middle. To win this battle, we need to differentiate our workforce by out-skilling the competition. Enabling Americans in this conflict is a job for all of us…business, education and government. It requires focus, effort and commitment. Where do you see the biggest area of opportunity in advancing STEM, especially as it relates to technical careers?

Our schools must become more effective in making the time and the money invested more worthwhile. Furthermore, whether we want to recognize it or not, STEM-related technical education and technical careers have a heck of a PR problem. Too often those who enroll in technical education and pursue associated careers are seen to have settled for the consolation prizes of our society. In effect, we have, in America, lost the respect for the dignity of work. Our young pass on technical careers seeking lives in other disciplines, often resulting in a mountain of debt and disappointing prospects. The erosion of respect has not only threatened the middle class, it’s created a significant skills gap. The National Association of Manufacturers says 600,000 jobs go unfilled because employers can’t find qualified workers. This shortfall exists largely because those entering the workforce today don’t see technical careers and their associated STEM competencies as something to aspire to or that can provide a good living. What STEM initiatives that your company has supported are you most proud of?

Driven by innovation, technology and human capital, the STEM partnership between Snap-on and Gateway Technical College in Kenosha is a national model for educators, community leaders and employers. This partnership is both a comprehensive and strategic relationship with national scope and a shared belief


in the importance of career and technical education and the expansion of STEM learning. The National Coalition of Certification Centers (NC3) was formed as a result of the collaboration and Gateway began training and certifying high school, community and technical college instructors in diagnostics throughout the nation. It has quickly expanded to include other companies and many certifications that cut across industries. The number of schools and students continues to grow exponentially. Today: • More than 250 active high schools and colleges are delivering one or more of the now 86 stackable, portable, and industry-endorsed NC3 certifications. • Over 1,000 high school, community and technical instructors have been NC3 certified, along with almost 33,000 certified students. What is your advice to those involved in promoting STEM and technical careers?

First,business and education must work collaboratively to ensure curricula match what’s needed in the workplace. Companies can provide apprenticeships and internships, but it’s also essential that school coursework mirrors what is required in industry. According to NAM members, the number one factor in locating a plant is the presence of a skilled workforce. But without matching education to the capabilities needed, a manufacturing renaissance and the accompanying expansion of opportunity cannot occur. We can all help to ensure schools, particularly community colleges, are a more certain path to a great job. The second solution is more difficult. We have to fix the PR problem. We have to broadly recognize the essential nature of an enabled middle. We must characterize STEM-related technical careers as what they have always been – the building blocks of American prosperity. We need to enlist our young people in technical careers as a national calling… capturing their enthusiasm as soldiers in continuing American preeminence. We have to restore the image of the American Dream as something attainable through a technical career…an endeavor worthy of dedication and energy, deserving of pride and dignity and essential to the American future. We must banish the impression that these jobs are consolation prizes. We all need to encourage and to celebrate the dignity of work. We have to demand that our leaders do so as well. You can’t change attitudes without leadership, and champions from the local, state and national levels are critical. We must all endorse and embrace technical education as the top national priority… and act like we believe it. STEM and technical educators do make an extraordinary difference. They enable the American workforce, and their success or failure will decide the future of the middle class and our entire country. In this effort, some say the American workforce is a question. But, I say the American workforce is the answer, and schools, particularly community colleges, are the key to unlocking that power. ■ 1 0 0 C E O L E A D E R S I N S T E M | 192

Snap-on Incorporated


Lorna C. Donatone Chief Executive Officer, Sodexo Schools Worldwide & President, Sodexo North America Sodexo Sodexo, Inc., leading Quality of Life services company in the U.S., Canada and Puerto Rico, delivers On-site Services in Corporate, Universities, K-12 Schools, Hospitals, Seniors, Government,and Remote Site segments,as well as Benefits and Rewards Services and Personal and Home Services. Sodexo, headquartered in Gaithersburg, Md., funds all administrative costs for the Sodexo Foundation, an independent charitable organization that, since its founding in 1999, has made more than $27 million in grants to end childhood hunger in America. Visit the corporate blog at SodexoInsights.com. Like Sodexo on Facebookand follow on Twitter @SodexoUSA.

Lorna Donatone is President of Sodexo North America and CEO of Sodexo Schools Worldwide. As CEO of Schools Worldwide, she is responsible for a business with 33,000 employees, 3,535 client sites in 42 countries. She is a member of the Sodexo Group Executive Committee and Chair of the Sodexo North America Regional Leadership Committee. Sodexo is the 18th largest employer in the world and the leader in delivering integrated facilities management, food service operations and recognition programs in 80 countries. With $9.8B in annual revenues in the U.S. and Canada, Sodexo’s 133,000 employees provide more than 100 unique services that improve performance for 9,000 clients and improve Quality of Life for 15 million consumers every day. Previously, Ms. Donatone was Chief Operating Officer and President of Sodexo Education in the U.S. She led Sodexo's business

193


at nearly 500 public school districts and more than 850 college and university campuses, overseeing more than 70,000 employees. Prior to that, she held several key leadership roles in the company, including President of School Services and President of Spirit Cruises. Ms. Donatone began her career in public accounting with Deloitte & Touche in Dallas, TX, and has worked in the airline, banking and high-tech industries. Ms. Donatone was honored with the 2015 Trailblazer Award from the Women’s Foodservice Forum and Chairs the National Restaurant Association Educational Foundation. She is on the Board of Directors of Jamba Juice, is a trustee of the Culinary Institute of America, serves on the Tulane Business School Council and Chairs the TCU Business School Board.


There’s a lot of long-term incentive to get girls interested in STEM early: according to Forbes, careers in STEM industries offer better compensation and more career advancement opportunities. In fact, women who hold STEM positions earn 92 cents to the dollar versus 77 cents for women in other fields. Yet the STEM workforce in the U.S. remains 74% male. The problem is complex and there is not a singular solution. However, one strategy to plant the STEM seed in girls early and address negative stereotypes head-on is through mentoring. Mentoring has the potential to create the radical paradigm shift we need to ignite girls and young women’s interest in STEM early and encourage them to pursue STEM careers later. Mentoring holds tremendous potential to grow the number of girls and young women in STEM and grow them quickly. It also offers a flexible approach that can be adjusted to meet girls and young women where they are and where their individual interests naturally gravitate to. Mentoring is an easy and comfortable way to introduce, nurture and encourage interest in science, math and engineering.

en’s academic accomplishments, it’s not a lack of ability. While women have broken a lot of barriers, there are still barriers in pursuing STEM careers. An article in the New York Times by a Professor of Physics and Astronomy at Yale is a disturbing revelation, illustrating why even women who receive STEM degrees may not pursue careers in these fields or stay in STEM professions. There are obstacles all along the way starting in childhood with “scientists as geeks” stereotypes discouraging all but the most determined girls. In other cultures, a gift for math is often seen as demonstrating that a person is intuitive and creative. Sadly, this is not the case in the U.S. and it needs to change, fast. By creating a pathway that begins in elementary school and goes through middle school, high school and continues into higher education, and early career, women can establish and maintain a foundation of knowledge and support that will sustain them into their career. And, since only 41% of the women who enter the workforce continue in the same kind of job 10 years later, mentoring relationships can provide the stability and encouragement during their early career phase. Programs such as Tech Trek, a week-long summer camp for girls and Tech Savvy, career conferences for girls, help breakdown stereotypes about the traditionally male-dominated STEM fields and teach girls that these fields can lead to successful, exciting and lucrative careers. The female pioneers in STEM careers were determined to forge ahead despite discrimination. They were helped by the demand for experts during World War II, when men were drafted or enlisted, for top-secret research projects. Americans recognized that science and scientists were valuable, and opportunities opened up for women. We have the opportunity again to support and champion young women interested in science, technology and innovation – to excite and inspire them about the possibilities. Everyone benefits when our girls and young women can make full use of their abilities and supporting STEM mentoring is a clear win-win. ■

By 2022, the U.S. will need more than 9 million STEM professionals to fill projected job openings. With only 18% of bachelor’s degrees conferred in core STEM subjects, the talent gap is huge. Clearly, given wom-



Sodexo

Women have made huge strides in their pursuit of higher education and now earn more associate, bachelors, masters and doctoral degrees than men. Girls are studying and excelling in science and mathematics. Yet, according to the American Association of University Women (AAUW), the dramatic increase in girls’ educational achievements in scientific and mathematical subjects has not been matched by similar increases in the representation of women working as engineers and computing professionals. In fact, they remain noticeably absent from STEM careers despite strong job growth in the past decade and solid projections for continued growth. Just 12 percent of engineers are women, and the number of women in computing has fallen from 35 percent in 1990 to just 26 percent today. The numbers are especially low for Hispanic, African American and American Indian women. Black women make up 1 percent of the engineering workforce and 3 percent of the computing workforce, while Hispanic women hold just 1 percent of jobs in each field.

Michael Norris Chief Executive Officer of Healthcare Sodexo North America Sodexo, Inc., the leading Quality of Life services provider in the U.S., Canada, and Puerto Rico, delivers On-site Services in Corporate, Education, Healthcare, Government and Remote Site segments, as well as Benefits and Rewards Services and Personal and Home Services. Sodexo, Inc. is headquartered in Gaithersburg, Md. and funds all administrative costs for the independent and charitable Sodexo Foundation — granting more than $27 million since 1999 to end childhood hunger in America. Visit the corporate blog at SodexoInsights.com. Visit Sodexo on Facebook and follow on Twitter @SodexoUSA.

Michael Norris is CEO of Healthcare for Sodexo North America with responsibility for $3.2 billion in annual revenues. He is a passionate and visionary leader for Sodexo, the 18th largest employer in the world and the leader in delivering integrated facilities management, food service operations and recognition programs in 80 countries. Mr. Norris began his career with Sodexo in 2005 as Chief Operating Officer and Market President of its $9 billion Business & Industry and Sports & Leisure Divisions in North America. In 2007, Mr. Norris was appointed Group President of Sodexo’s International Large Accounts, guiding growth and development of the company’s the largest and most complex global accounts. Shortly after joining Sodexo, Mr. Norris led the development and implementation of SodexoMAGIC, LLC; a joint venture partnership with basketball legend and business entrepreneur Earvin “Magic” Johnson. He has an impressive background in

195


various industries, with a proven track record of driving sustainable sales growth and increasing market share. Before joining Sodexo, Mr. Norris served as President and CEO of Loews Cineplex Entertainment (a Sony retail company) with annual revenue of $2 billion. He gained experience in the restaurant and hospitality industry both domestically and internationally, as a partner and President & COO of Chili’s Bar & Grill in Asia. Earlier in his career, he held positions of increasing responsibility at General Mills Restaurants, Inc., rising to become Director of Operations throughout the U.S. and Canada.


Move Beyond People Skills: Instruct Students on the “Art” of Social Influence and Persuasion – I firmly believe that the ability to be persuasive—as well as using social influence appropriately and ethically— are some of the key skill sets today’s students need to be successful in the future, along with: • Goal setting • Evidence-based decision making • Data visualization • Storytelling (as an art of persuasion)

Over the past few years, there has been a concerted effort to encourage young people to choose STEM educational and career paths, partly due to fears that there will be a shortage of workers in these fields in the future. In fact, US News & World Report states that STEM education is the key to the U.S.’s economic future. The time has come for business leaders, industry experts and academics to collaborate to develop a solid, sustainable strategy that ensures the next generation of STEM-educated leaders is prepared for the jobs of tomorrow. Just like an Olympic athlete who invests years of training to prepare for an event, our talent development strategy must reach future employees long before they enter the workforce.

To cultivate interest in STEM fields, business leaders, industry experts and academics share a responsibility to provide relevant and exciting examples of STEM job opportunities to students. Recently, I spoke to the head of the National Facilities Management Association, who noted that if we provide a “big picture” simulation of the roles and responsibilities of engineers and facilities managers, we would generate more interest in the field, rather than lessons plans about the tactical aspects of the day-to-day jobs.

I am passionately committed to developing the next generation of STEM leaders and for that matter, helping to prepare all young leaders entering our workforce to be successful. With the global marketplace expanding at unprecedented rates, demographic shifts and emerging global trends playing an ever-increasing role in the U.S. economy, it has become apparent that we as business leaders, industry experts and academics can offer a more comprehensive approach to preparing our future leaders to successfully enter the workforce. Employers and institutions of higher education must work together to fill the STEM pipeline and advance the economy. Based on my own learnings, shaped by a range of experiences across different industry sectors over the past 30 years, I have five essential recommendations for business leaders who want to better support students considering a career in the STEM fields. Apply Theory to Practice – No age is “too early” to expose children to how education aligns with jobs. STEM students need exposure to practical applications of their subject matter in STEM fields. One idea is to involve students in STEM Career Accelerator Day, a nationwide event that brings students into major STEM facilities to experience firsthand the excitement and potential of a STEM career.


Stay Relevant

Actively Seek Educational Partnerships

The first step for any business leader is a commitment to understand the mission, goals and strategies being pursued by potential STEM partner organizations. Visiting high schools, vocational schools and community colleges is a must, and listening to their frustrations and aspirations is required. Only then can you look for ways to establish a mutually beneficial partnership. Be a Mentor!

Research on mentor-student relationships shows dramatic impact on a mentee’s performance. We must challenge students with meaningful engagement, treat them with respect and ask for their ideas. Feedback and recognition of their success can capture the attention and imagination of these young minds. I am so enthusiastic about the promise of our future leaders and the opportunity we share to serve as catalysts for long-term success. I hope my recommendations open a dialogue among stakeholders who are committed to creating a better future by developing a more engaged workforce, stronger communities and a vibrant economy.■


Sodexo North America

The dynamics of the global economy are evolving and to achieve sustained economic growth, business and education must place a stronger emphasis on science, technology, engineering, and math fields. In the 21st century jobs-driven economy, companies are demanding a workforce armed with STEM skills, along with effective team building, communication and problem-solving ability. Many of the most valuable and useful innovations and advancements are coming from industries and occupations focused in these areas.

Thomas Fanning Chairman, President and Chief Executive Officer Southern Company With more than 4.5 million customers and approximately 46,000 megawatts of generating capacity, Atlanta-based Southern Company is the premier energy company serving the Southeast through its subsidiaries. A leading U.S. producer of clean, safe, reliable and affordable electricity, Southern Company owns electric utilities in four states and a growing competitive generation company, as well as fiber optics and wireless communications. Southern Company brands are known for excellent customer service, high reliability and affordable prices that are below the national average. Through an industry-leading commitment to innovation, Southern Company and its subsidiaries are inventing America's energy future by developing the full portfolio of energy resources, including nuclear, 21st century coal, natural gas, renewables and energy efficiency, and creating new products and services for the benefit of customers. The company is continually ranked among the top utilities in Fortune's annual World's Most Admired Electric and Gas Utility rankings.

Thomas A. (Tom) Fanning is chairman, president and chief executive officer of Southern Company, one of America’s largest producers of electricity. Elected by the board of directors in July 2010, Fanning became president of Southern Company in August 2010 and assumed the additional responsibilities of CEO and chairman in December 2010. Fanning has worked for Southern Company for more than 35 years and has held 15 different positions in eight different business units, including numerous officer positions with a variety of Southern Company subsidiaries in the areas of finance, strategy, international business development and technology. Most recently, Fanning served as chief operating officer, where he was responsible for Southern Company’s generation and transmission, engineering and construction services, research and environmental affairs, system planning and competitive generation business units.

197


Fanning serves as chair of the Federal Reserve Bank of Atlanta and vice chairman of the Edison Electric Institute, and is a member of the Business Roundtable. Fanning also is a chair of the Electricity Subsector Coordinating Council, which serves as the principal liaison between the federal government and the electric power sector to protect the electric grid from threats that could impact national security. Fanning earned bachelor’s and master’s degrees in industrial management and also was awarded an honorary doctor of philosophy degree from Georgia Tech. He is on the Georgia Tech College of Management advisory board and the board of trustees for the Georgia Tech Foundation. His executive education includes programs at the International Institute for Management Development in Lausanne, Switzerland, the Harvard University School of Business and the University of Virginia’s Darden School of Business.


We see our jobs as about more than selling a product. Energy supports the economy and gives us a way to play offense to grow jobs, grow personal incomes and make lives better. As the energy industry continues to transform itself in an era of widespread technological innovation and changing customer expectations, we need to make sure the next generation of employees has the imagination and skills necessary to thrive in a world of new challenges and opportunities. STEM is indispensable for preparing America’s youth for that world.

We are encouraged when we hear, as one 12-yearold in Florida told us recently after attending a career expo co-sponsored by our Gulf Power subsidiary, that the experience had for the first time sparked an interest in someday having a job in the energy industry. At a time when men still outnumber women in STEM fields, we are especially committed to help clear the path for girls to reach their full potential. Many of our efforts are targeted to overcoming the notion that STEM is “not for girls.” Michele Jordan, a Southern Nuclear engineer working on the Plant Vogtle 3 and 4 construction project in Georgia -- which is leading the revival of nuclear power in America -- is among those who have given their time to be positive examples for girls.

Despite some obvious benefits to pursuing a STEMrelated career – for example, according to 2014 data from the U.S. Bureau of Labor Statistics, the average wage for all STEM occupations is $85,570, nearly double the average for all other occupations – there continue to be obstacles to getting young people interested in STEM. Not the least of these is lack of awareness or negative perceptions about the reality of working in STEM fields.

“I love having the opportunity to talk to young girls and encourage them to go into technical fields,” she said. “When I was in college, I had professors telling me I couldn’t do it, and I want them to hear that they can.” As important as it is for Southern Company’s continued success to create a pipeline of qualified STEM workers within our own ranks, the real priority is to connect STEM outreach with our larger mission of making the communities we serve better off because we’re there.

That’s why so much of the STEM outreach conducted across the Southern Company system involves handson, experience-oriented activities that also put students -- from pre-K to college -- up close and personal with people who do the real work of improving lives through the better use of energy.

We continually ask ourselves: What do our communities need to succeed and how can we help? Supporting education, and STEM in particular, just makes good sense.

And we emphasize to students that a STEM career offers a diversity of opportunity. In the electric utility industry alone, that could include, among other things, working as a chemical, electrical, mechanical, civil, computer, environmental, nuclear or industrial engineer; biologist; chemist; programmer; data and information manager; environmental scientist; geologist; forester; physicist; line worker; plant operator; welder; or instrumentation and controls technician. Across our primary service area of Alabama, Florida, Georgia and Mississippi, we support STEM programs by engaging students and providing educators with resources to motivate them toward pursuing STEM-related careers. Southern Company system employees regularly visit classrooms to talk with students about their careers. We host career expos, camps, technology demonstrations, robotics teams and competitions. We partner with schools to develop curricula and award teachers who develop creative and effective approaches. Perhaps most important, our employees serve as mentors and role models. These and other efforts have helped expose thousands of young people to the opportunities presented by STEM, while also letting them in on a little secret – STEM is fun.


There is a direct link between STEM, which prepares young people for good, well-paying jobs, and broader economic development that can help improve the standard of living for everyone. In the Southeast, the manufacturing, defense and high-tech industries are vitally important, and STEM learning aligns perfectly with their ongoing need for highly skilled workers. The growing new marketplace of jobs in the digital economy only underscores the importance of STEM. Science, technology, engineering and math have been so fundamental to the energy industry’s ability to make lives better through advances that made the simple act of turning a switch to light and heat our homes an everyday reality that we often take for granted. Today, STEM is leading the use of robotics, unmanned aerial systems and other amazing new technologies that are ushering in the future of energy. We at Southern Company are proud to support STEM education and are excited to think about what those students, in STEM classrooms today, will come up with tomorrow. ■


Southern Company

Our business, energy, touches the lives of every family in America. And STEM touches every part of our business. So supporting STEM education is simply fundamental to our mission of providing clean, safe, reliable and affordable energy to the customers and communities we’re privileged to serve.

Natarajan Chandrasekar Chief Executive Officer & Managing Director Tata Consultancy Services Tata Consultancy Services (TCS) is one of the world’s top IT services and consulting organizations, providing business solutions and digital technologies to many of the world’s largest enterprises to strengthen and transform their businesses. It provides the industry’s highest level of satisfaction through a deep commitment to its clients and employs 344,000 of the sector’s best trained computer scientists, programmers, data analysts, and designers In North America, TCS is heavily invested in cross-sector efforts to expand diversity and access to computer science education. From its founding partnership of STEM mentoring programs (e.g., US2020 and Million Women Mentors) and ongoing partnerships and pro-bono tech platforms (e.g., NPower, US2020, LeadCS.org, STEMconnector®, IMPACT2030); to computer science industry roundtables and TCS’ signature K-12 CS education program, goIT, which teaches computer science, programming and design in middle/high schools in 32+ cities to prepare the next generation of digital innovators.

Natarajan Chandrasekaran (‘Chandra’) is the CEO and Managing Director of Tata Consultancy Services (TCS), a leading global IT solution and consulting firm. With revenues of $ US $15.5 billion in 201415, TCS is among the fastest growing IT services companies globally, with its market capitalization crossing $80 billion during 201415, making TCS the most valuable company in India. With over 344,000 consultants – a third of whom are female – TCS has become the largest private sector employer in India and one of the world’s largest employers of female IT talent in the world. Chandra personifies TCS’ commitment to its culture of customer centricity, its reputation for high service quality and tradition of innovation. He was appointed as the Chairperson of the IT Industry at the World Economic Forum, Davos for 2015-16. He is also a member of Indo – US CEO Forum. Chandra has been playing an active role in helping the Indian government expand trade and enhance business relationships with several countries. 199


Under his guidance, the company has refined its corporate sustainability program to focus on education, wellness and the environment. TCS is now the title sponsor of the TCS New York City and Amsterdam Marathons, and tech sponsor of the London, Boston, Chicago, Mumbai, and Bangalore Marathons. However, specific to STEM education, Chandra has spearheaded notable TCS initiatives in various global markets to create sustainable solutions toward closing the education and skills gaps. For example, TCS’ goIT in-school computer science, technology and design programs in 30+ North American cities and its partnership with STEMConnector regarding Million Women Mentors and the STEM Innovation Task Force; TCS IT Futures in the UK to inspire young people to embrace technology and digital experiences; the Go4IT Work Experience Program in Australia to increase gender diversity in STEM education; and the IT Employability Project in India to increase employability skills and provide more opportunities to girls.


Going Digital is no Longer an Option; It’s the Default. The Internet of Things (IoT) will transform every industry and society. This is the third wave of the connected economy. First came the World Wide Web, connecting disparate sources of information. Second came the social web, allowing individuals to connect. And now IoT connects billions of devices across homes, offices, factories, and cities. This digital revolution is led by the individual consumer, who values experience over functionality. Today’s pervasive usage of digital technologies means consumers demand personalized services — ‘the segment of one.’ Social networks give them a strong voice, individually and collectively, to amplify opinions. Their networks are the biggest influences on buying behavior, replacing mass media. Today, we have data analytics to understand and address customer needs in a very personal way. But to succeed in the smart world, enterprises need to retool themselves – where work doesn’t flow, but quickly gets done. Now, with real-time data available on all aspects of business — from customers and inventory to sales and employees — decisions can be made and executed in real-time. Though much has been made about digital technologies like automation and artificial intelligence (AI) making jobs redundant or people’s skills outdated, fears are overstated. We must build organizational cultures and infrastructures that allow employees to learn anywhere and ‘just-in-time’ through social gamification and evaluations that are used to improve ‘learner’ performance rather than merely assess it. At TCS, we embarked on one of the most challenging and largest ever transformations of skills over the past 18 months. We trained 105,000+ employees in digital technologies and had 1.8 million learning days, with 89% of content delivered through our digital learning platform – resulting in employees gaining 200,000+ certifications. Our employees posted over 1 million blogs and we crowdsourced over 10,000 ideas through Knome, our social collaboration platform. The digital world is unleashing unprecedented human potential and creativity. But roles will change. Given the forces at play, the 21st century worker needs to have a transdisciplinary set of skills and a foundational knowledge of STEM disciplines, combined with an artistic and creative mind.

were unfilled, and by 2018, 51 percent of all STEM jobs are projected to be in computer science fields. Computer and data science are not only important for the tech sector, but for so many industries. Such occupations are among the highest-paying jobs for new graduates, yet fewer than three percent of college students graduate with a degree in computer science. This challenge can be solved if we broaden the base of American students interested in STEM, increase persistence and retention from K-12 to college, and create career readiness for a truly diverse workforce. And industry, government, nonprofit, and education sectors need to collectively create effective, scalable solutions to build these skills. Along with our partners in the STEM Innovation Task Force, we have developed the STEM 2.0™ framework, identifying, defining and communicating employability skills, innovation excellence, digital fluency, and industry specific hard skills as capabilities and skill sets needed in the future workforce. I am very proud that TCS is leading cross-sector efforts with partners, customers and industry peers to inspire young boys and girls, from ethnic minorities, marginalized groups and low income families, toward STEM education and careers. Through TCS goIT, our employees, partners and educators teach computer programming, design theory, robotics, and app development, and mentor youth to increase STEM education and career awareness. goIT is offered free of cost to middle and high school students, covering hands-on technology education and teacher/educator trainings and parent orientations. Since 2009, TCS goIT has reached more than 10,000 students across 27 US cities and five Canadian cities. STEM and Computer Science (CS) have increasingly become topics of national interest, helping many grassroots level initiatives gain visibility, build capacity and scale. So, at a macro level, there is a surge towards providing students access to STEM education and careers. But at a micro level, a more dramatic turnaround requires an all-hands-on-deck approach to: • Create interest among middle school students in CS • Increase the number of schools offering STEM and CS courses • Prepare and develop enough CS teachers • Provide schools with course material and resources • And involve industry mentors to show the tie-in between CS education and career opportunities across all sectors • Our vision is for a future where every student, irrespective of race, color, gender, or economic status has access to learn digital technologies and build fulfilling careers. Let’s make it happen together! ■

Careers in STEM disciplines provide a unique opportunity for gender diversity, wage equity, economic growth, and social prosperity. Last year, 600,000+ high-paying tech jobs across the U.S. that



Tata Consultancy Services

In today’s world, digital technologies are evolving rapidly. This is presenting tremendous opportunities for the future, while forcing every business to reimagine and rethink their products, services and business models in order to deliver superior customer experience and remain competitive.

Alka Dhillon Founder and Chief Executive Officer Technalink Technalink is a Certified Women and Minority Owned (EDWOSB), 8(a) and 8(a) STARS II IT Services and Management Consulting Firm located in the DC Metropolitan area. Technalink helps Federal agencies meet their Administrator’s Strategic Initiatives and has earned awards for our stellar performance and deployment. We use Agile methodology for our Software Development in both our Federal and Commercial projects to ensure stakeholder engagement, have predictable schedules and costs, and the ability to course correct thereby creating efficiencies. Technalink is committed to being a part of the evolutionary process of empowering women and girls through STEM related careers, and contributing mindfully to it. Learn more about us at: www.technalink.net

Alka Dhillon is the founder and Chief Executive Officer (CEO) of Technalink, Inc., one of the leading technology companies in the Washington Metropolitan area. In addition to her responsibilities as CEO of Technalink, Ms. Dhillon uses her passion for technology as platform to give back. She is a keynote speaker to the Girls in Technology organization (GIT) on Entrepreneurship and STEM to inspire more girls to pursue STEM related careers. Ms. Dhillon is actively involved in the Network for Teaching Entrepreneurship (NFTE) and serves as a board member. Ms. Dhillon has been honored with numerous awards not only for her professional achievements, but also for her commitment to serving her community. Her accolades include receiving the 2012 BRAVA! Women Business Achievement Award presented by SmartCEO, the Top 100 Women Leaders in STEM, the 2013 Locally Grown honor by Network for Teaching Entrepreneurship (NFTE) and the Abe Veneable Legacy Award for Lifetime Achievement presented by the U.S.

201


Department of Commerce’s Minority Business Agency (MBDA). She is also the recent recipient of the Global Technology and Innovation Leaders Award of the Decade presented by the Women’s Economic Forum. Ms. Dhillon is the author of the book “The OM Factor®: A Woman’s Spiritual Guide to Leadership: 7 Essential Tools and 7 Key Traits to Cultivate for Your Success and Well-Being. This book provides you with essential tools to deal with stressful situations in the workplace realtime, and also teaches how to cultivate key traits to limit those scenarios from arising so often. The OM Factor has received the Bronze Medal from Axiom Business Book Awards as one of the Best Business Books of 2016 in North America. Ms. Dhillon holds B.A. degrees in Economics and Spanish from the University of Virginia. She contributes to The Huffington Post, Today. com & NBC Universal, and offers OM Factor related merchandise and advice at www. alkadhillon.com.


The two groups that can really drive change and make an impact in STEM related careers are Women and Minorities. They are important to STEM careers because more women are naturally matriculating by exponential numbers into the workforce every minute. If those 2 vital groups do not have the proper STEM education or training we will be doing a dis-service to our progression as a nation first, and globally second. We will never be able to advance at the rates necessary to keep up with innovation and growth. STEM is not the future, it is part of our everyday lives now, and we need to be able to participate effectively. We can ensure more women leaders in STEM by starting to instill the belief and confidence in our little girls that they can actually have a future in the STEM world. We must let them know that they can dare to dream and those dreams will manifest. Once they have this solid belief, they will be properly equipped and passionate about learning about STEM. Then, we as a nation need to give equal opportunities to girls and women to actually gain experience in STEM related jobs and allow them to become leaders as they would in any other field. In order for this to happen,


we need to commit to mentorship and sponsorship. Organizations like Million Women Mentors are making that solid commitment and they are making their commitment scalable, which is so admirable. They are building partnerships and getting commitments from Corporations globally to commit to mentorship. The corporations have the platform and resources to commit to making mentorship a priority and by committing to this they are effectively shaping our future competitive landscape to be filled with more women and minorities in these innovative careers. Mentoring isn’t a job title, it’s a lifestyle. It is something you practice every day by living a life of imparting your knowledge and leveraging your platform to benefit another. Mentors commit to walking the path of humility and selflessness because they are not thinking that by sharing their network they are losing anything; they completely see it as a collective gain. Believe it or not, the kids that got the “O” for outstanding in the category of “shares well and plays with others” on their report cards in elementary schools make the best mentors. Surprisingly, it’s not the ones that got accolades for their leadership. Mentors are Connectors. They do not need to be in the limelight. They may happen to be by virtue of their profession or achievements, however it is not something they need. They see the opportunity in connection. They thrive on finding synergies between entities and getting them together to create a greater good and benefit everyone, not just looking at “what’s in it for me?” Edie Fraser, CEO of STEMconnector, is my STEM role model. She is also my mentor and embodies the true essence of what mentorship should be. Her irrepressible spirit and unwavering commitment to women and girls in STEM related fields is unrivaled. Many people jump on the STEM bandwagon because it is the hottest show in town at the moment. Edie truly champions this movement and lives her life to mentor and advance women and girls in their careers. She gives opportunities and open doors that would have remained closed for so many women. She is a true inspiration to humanity and it is an honor to be in her presence and her friend.■


Technalink

I feel that focusing on advancing our upcoming generations through STEM enables us to Seize The Evolutionary Moment. All that is evolving hinges on innovation and creativity which are the building blocks of STEM and therefore those of our future. The creative aspect of STEM gives me passion. Creativity is the seed for innovation and manifestation. I love that there are no boundaries with STEM. Anything that one can imagine can become a tangible reality and allow us to progress in a way that positively impacts the planet. STEM allows us to grow consciously and productively so that we can truly make a difference in the experience we have during our journey through life. Evolution may be a fact and something that is inevitable, however how we evolve is completely up to us. We can choose to evolve from a fear based state of trying to compete and keep up with our global competitors. Or, we can take a more conscious and unique approach and exercise our creative muscles. This latter method of evolution is where true innovation is birthed. Here, there is no comparing or contrasting and taking old ideas or ideas that once served us and simply rehashing them to come up with version 5.12. This method cleans the slate and allows us to go within and tap into the field of infinite possibilities.

Richard (Rich) K. Templeton Chairman, President and Chief Executive Officer Texas Instruments Texas Instruments Incorporated (TI) is a global semiconductor design and manufacturing company that develops analog ICs and embedded processors. For more than 80 years, TI has used increasingly complex technology to change the world. Today, TI is changing the world, one chip at a time. TI’s analog and embedded processing products power electronics across every industry and help make the world smarter, safer, greener, healthier and more fun. TI believes that one mind is powerful, but a team of minds is limitless. With more than 30,000 TIers in more than 30 countries around the globe – each bringing a unique set of backgrounds, experiences, and ideas – TI employees are tackling problems and pushing boundaries to create innovative products that help to improve the world around us. TI is committed to creating an ecosystem that drives innovation through its support of K-12 and post-secondary options.

Richard (Rich) K. Templeton is chairman, president and chief executive officer of Texas Instruments (TI). He became chairman of the board in April 2008, and president and chief executive officer in May 2004. Under his leadership, TI has emerged stronger, with better technological and product positions in its core businesses. In addition to his TI duties, Templeton has focused much of his external energies on public issues and initiatives that advance technological innovation and STEM (science, technology, engineering, and math) education. In April 2016, Templeton was inducted into Junior Achievement’s Dallas Business Hall of Fame, where he was recognized for his contributions to furthering youth STEM education. During the 2012-2013 United Way of Metropolitan Dallas campaign, Templeton served as chair and led the first ever North Texas CEO service project with almost 40 C-level executives participating in a “STEM in the Schoolyard” project with fifth graders at an elementary school in southwest Dallas.

203


The event successfully increased awareness by engaging the area’s top corporate stakeholders through direct interaction with students. And in 2012, Templeton received the Robert N. Noyce Award from the Semiconductor Industry Association citing his service as a “vigorous advocate for STEM education and longtime champion of research and innovation.” With Templeton’s direct involvement, TI’s top philanthropic priority is the positive transformation of the K-12 public education system within the communities where employees live and work. Over the past five years, TI has contributed more than $150 million to STEM-based education programs. In the United States, the company’s STEM focus is especially directed toward improving programs in under-resourced communities and for underrepresented minorities (Hispanics and Blacks), and girls. This is increasingly important because these underrepresented groups comprise less than 30 percent of all electrical engineering degrees obtained each year.


Innovation is the key to our company’s and our nation’s future, and to innovate, TI and other American companies must be able to hire highly skilled, STEM-capable engineers and technicians. But the demand for STEM workers is great, with the U.S. STEM workforce is expected to grow through 2018, to an estimated 8.65 million workers. To ensure the quality of our future workforce and stay globally competitive, we must support advancements in STEM education. How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?

We engage directly with students as tutors and mentors to help them prepare for success beyond high school. We support teachers by providing training, and we provide awareness for parents of under-represented minorities and girls. We want to show them that providing a strong foundation in STEM will help students succeed in a global workforce. Among the ways we influence the study of STEM subjects: •

Robotics: We support the FIRST, BEST and VEX robotics competitions where our employees serve as coaches and organizers where sports-like teams of students build robots and compete in fun and educational games. By providing hands-on experiences like robotics, we see students get interested in and begin to consider STEM careers.

•

Teacher Development: TI recognizes that to increase the number of math- and sciencecapable students equipped to enter into and graduate from STEM-based disciplines, we must first invest in teachers. The TI Foundation has funded programs such as Teach for America and UTeach to increase the number of math and science teachers in Dallas’ traditional and charter public schools.

coordinate such initiatives. The cross-functional, cross-departmental engagement helps align various initiatives with the company’s overall strategy and focus investment and involvement on effective programs. Outcomes and data from this team are shared broadly with our more than 33,200 employees via our intranet system. What is the key to smart STEM investments?

We must move from being great philanthropists to being strategic investors who are looking for return on investment –with the ROI in this case being student achievement. We identify outcomes-based organizations focused on root causes. We look for programs that have direct link to student achievement and can prove it. The key is recognizing that solutions take more than money. It takes investment and involvement. We align volunteerism with giving, inspiring our employees to get directly involved in education as contributors, volunteers, mentors, tutors and advocates It’s important that we help our education stakeholders tell their story as well. We must stick with it. We have supported education since TI’s founding more than 80 years ago, and it’s as important today as any time in our history. Finally, we must collaborate with others who share our goal of quality STEM education for every child. We believe that every child can and should have the educational foundation to succeed regardless of race, geography, native language, gender or income. What is your advice on using private-public partnerships to tackle our most pressing education challenges in STEM?

Business cannot act alone. A collaborative effort is required for systemic change. It’s the responsibility of business to join other key education stakeholders – school districts, higher education, non-profits, city governments, and others –to work together with a shared agenda for collective impact. Together, we can solve STEM education challenges and achieve largescale systemic change through collective impact. ■

How can we do a better job to strategically coordinate all those engaged in STEM across the company? (Across different departments)

At TI, we have established an Education Stakeholders Team that meets regularly to bring together key employees whose jobs involve K-16 education and workforce development to discuss and



Texas Instruments

Why do you believe STEM Education/workforce development is critical to our nation’s future?

Marc Casper President and Chief Executive Officer Thermo Fisher Scientific Thermo Fisher Scientific Inc. is the world leader in serving science, with revenues of $17 billion and approximately 50,000 employees in 50 countries. Our Mission is to enable our customers to make the world healthier, cleaner and safer. We help our customers accelerate life sciences research, solve complex analytical challenges, improve patient diagnostics and increase laboratory productivity. Through our premier brands – Thermo Scientific, Applied Biosystems, Invitrogen, Fisher Scientific and Unity Lab Services – we offer an unmatched combination of innovative technologies, purchasing convenience and comprehensive support. Fulfilling our Mission depends on developing bright young talent to push the boundaries of our existing technologies and innovate for the future. Any chance to work with students is an opportunity to ignite the spark that may inspire them to pursue a career in science. Our philanthropic efforts focus on promoting STEM education so we can help develop the next generation of employees or customers.

Marc Casper has been president and chief executive officer of Thermo Fisher Scientific since October 2009. He joined the company in December 2001, serving as president of the Life and Laboratory Sciences businesses. He was named senior vice president in 2003, and assumed responsibility for all of the company’s operating divisions shortly thereafter. In 2006, Mr. Casper was named executive vice president of the company and president of its Analytical Technologies businesses. He became chief operating officer two years later and served in that role until being named president and CEO. Prior to joining Thermo Fisher, Mr. Casper served as president, chief executive officer and a director of Kendro Laboratory Products. Previously, he worked for clinical diagnostics provider Dade Behring Inc., serving as president–Americas. Mr. Casper began his career at Bain & Company and Bain Capital.

205


Mr. Casper earned an MBA with high distinction from Harvard Business School and is a graduate of Wesleyan University, where he received a bachelor’s degree in economics. As President and CEO of the world leader in serving science, Mr. Casper believes we have a responsibility to support STEM education, not only for the continued success of Thermo Fisher but also for the competitiveness of our nation. Under his leadership, Thermo Fisher’s commitment to STEM education has significantly increased through our expansion of a variety of company-wide programs, including our science scholarships, corporate grants, global employee volunteer groups, and internally developed initiatives that involve our employees and products to inspire children at local schools.


During this period of transformation,the United States has been at the forefront of many of these developments. However, our position as a global leader in innovation is not guaranteed, and in fact is constantly being challenged in today’s highly competitive landscape. Our country is facing two obstacles as we strive to maintain our leadership position in innovation. First, our investments in STEM education are inadequate. And second, investments in basic research are at risk. Over the last two decades, the United States has seen a gradual decline in the preparedness of youth in STEM fields. According to the World Economic Forum, the U.S. ranks 48th in the quality of math and science education globally. The problem is complex, but an important driving factor is the inadequate pipeline of teachers who are proficient in teaching STEM subjects. As a result, students are unprepared going into higher education and later, into the workforce. It is more important than ever to invest in the STEM fields to equip our youth with the skills to solve tough problems, gather and evaluate evidence, and integrate the information that leads to discovery. All innovation, whether it supports faster computers or new cancer-fighting medicines, is borne from investments in basic research. Take personalized medicine, for example. This revolutionary approach to healthcare promises to individualize treatment of disease based on individual genetics. Today, for example, women diagnosed with breast cancer can be genetically screened and receive personalized treatment if their specific cancer type is identified. This would not be possible without investments in basic research and advances like the Human Genome Project. Yet, despite the importance of basic research in promoting innovation, our nation has not been committed to adequately invest in the institutions that are driving this research in the U.S., namely the National Institutes of Health (NIH) and the National Science Foundation.


Congress recently approved a $2 billion increase in the NIH budget – the largest in 12 years. The increase in funds is a step in the right direction and demonstrates that Congress understands that investments in the NIH and basic research are a good investment in our future. Discoveries made through these investments drive applied research and the development of new technologies that benefit society. At Thermo Fisher Scientific, everything we do begins with our Mission — to enable our customers to make the world healthier, cleaner and safer. Customers worldwide, including the NIH, trust the tools and solutions available through our premier brands to help them accelerate innovation and enhance productivity. From mass spectrometers that allow for more comprehensive sample analysis in pharmaceutical drug research to genetic analysis systems that may lead to better cancer diagnostics, we are supporting our customers and setting new industry standards for innovation. Our innovation strategy depends, in part, on empowering our colleagues around the world with the tools and environment to promote the cuttingedge thinking that fuels innovation. For example, our Intensifying Innovation program is aimed at bringing highly aspirational products and solutions to market. This program provides cross-functional teams with seed funding to jointly embark on highly innovative projects. Our goal is to create a culture that not only embraces organic innovation but also positions Thermo Fisher even more prominently as a thought leader in developing and implementing novel and disruptive technology. As the world leader in serving science, we embrace our responsibility to promote STEM education and inspire the next generation of scientists and innovators. Through our Thermo Fisher Foundation for Science, we invest in philanthropic program that promote STEM education, including partnering with nonprofits to extend after-school learning opportunities, providing scholarships to students pursuing STEM disciplines and providing in-kind donations to promote handson learning. Moreover, our Community Action Councils (CACs) empower employees to give back to their communities by organizing, promoting and coordinating STEM-related volunteer activities at the local level. Through our CACs and individual volunteer efforts, our U.S.-based employees volunteered 20,000 hours in 2015. I am very proud of the work each one of our colleagues – and perhaps one of our future scientists – does to promote STEM education in order to best serve our customers and fulfill our Mission. ■


Thermo Fisher Scientific

We are living in one of the most exciting periods in human history. Over the last century, we have witnessed transformational changes in our lives and the economy. Computers, for example, first appeared early in the 20th century and over the course of a few decades have become small enough to fit in our pockets and smart enough to understand spoken language. Similarly, in medicine, the germ theory of disease did not become widely accepted until the late 19th century. Since then, we have mapped the human genome, developed vaccines against some of the worst maladies, and invented instruments that enable us to peer into the human body without making a single incision. These and many other achievements have been underpinned by advances and discoveries in the fields of science, technology, engineering and math (STEM).

Peter J. Davoren President and Chief Executive Officer Turner Construction Company Turner Construction Company is a North-America-based, international construction services company and the largest builder in the United States. With more than 5,500 employees and an annual construction volume of $10.5 billion, Turner ranks first or second in most major market segments including green building, education, healthcare, manufacturing, sports, commercial and transportation construction.

Peter joined Turner in 1978 and has held a wide variety of assignments in the delivery of the company’s work. Peter was named as Vice President of the company in 1995 and Senior Vice President in 2000. Peter was appointed President of Turner Construction Company in 2003 and Chief Executive Officer of The Turner Corporation in 2007. Under Peter’s leadership, Turner has expanded its North America operations into Canada and Mexico and has increased its presence in Asia, India and Europe. The company is consistently ranked as a leader in a wide variety of building categories including sports, healthcare, commercial offices, government, education and entertainment. In addition, Turner has earned recognition as the leader in the delivery of green building projects and for the utilization of Building Information

207


Modeling tools. The company has also been recognized for its supplier diversity program and as one of the top 50 organizations dedicated to developing multicultural business opportunities. Peter is driving the adoption of a lean culture in the company in order to create and sustain a positive environment for our employees and partners, and to deliver better value to our customers. Peter is active in industry groups and organizations. He serves as a Director of the Contractors’ Association of Greater New York (CAGNY) and Vice Chairman of the ACE Mentor Program. He is also a member of the Business Roundtable, the Columbia Engineering Board of Visitors and was named one of the 100 CEO Leaders in STEM (Science, Technology, Engineering and Math) by STEMconnector.


One important way to is to connect with students early, and then stay connected. We recognize that the relationships we build with young kids can sow the seeds of a lifelong love of engineering and construction. But those seeds also have to be nurtured along the way. Turner sponsors and participates in initiatives, at both the local and national levels, with students of all ages, which take us into classrooms from kindergarten to college. And we offer a variety of scholarships and internships that bring high school and college students into our offices and onto our jobsites. We believe in leadership by example. When our people go into a school, they bring a range of backgrounds and experiences. They discuss and model teamwork and collaboration, diversity and inclusion, passion for the work we do, and a spirit of continuous improvement. How has your corporation coordinated investments in education with future workforce needs?

We’re concerned not only with our own talent pipeline, but with the industry’s. The most qualified job candidates possess more than classroom experience. They leave college and enter the workforce having gained hands-on exposure to their chosen fields through enriching internships. Turner places a high value on internship experience. And through our own internship and co-op program, we strive to identify future leaders for our company. Beyond the work we do in schools, we hire 400 to 500 summer interns each year. The internship is much more than merely a summer job. It’s a professional and educational process that helps to prepare students for a successful transition to a challenging and rewarding career. It’s also a chance for Turner to see students in action, matching the talents and interests of students to the emerging needs of our business. The ideal Turner internship candidate is a student majoring in Engineering, Construction Management, Safety, Architectural Studies, Finance, Accounting or Human Resources. Many of the 400 full-time people we hire each year begin as interns.

Where do you see the biggest area of opportunity in advancing STEM careers?

I think we can do more to communicate with students of all ages the breadth and depth of the impact STEM professionals and companies have on our society. As technology plays an increasingly large role in our lives, nearly every business in every industry needs the skills taught in STEM fields. Take the construction industry as an example. The work we do poses unique challenges that call for unique solutions—the kinds of solutions that need a strong talent pipeline, now more than ever. Business standards and norms are changing and there is a tremendous drive to build better, more efficiently, and more sustainably. It’s an exciting time to start a career in engineering or construction management because there are so many opportunities to innovate, contribute, and make a difference. What is your advice to those involved in STEM education?

One way we can support STEM students and prepare them to enter STEM industries is to establish universityindustry partnerships. I would love to see more schools, colleges, and universities reach out to the business community and vice versa. A collaboration between research, education, and industry can drive economic development in local communities and create a workforce prepared to address the challenges we face today. In addition to helping students make the conceptual journey from what they’re studying in class to what companies like Turner are doing in the real world, partnerships, collaborations and exchange programs between STEM companies and schools help students establish relationships with local business leaders and potential mentors, learn valuable professional skills, and make informed decisions about their futures in STEM. And, from a business perspective, these professional and educational experiences prepare students to succeed in their careers beginning on day one. They also give companies a chance to coach and observe future leaders in action, allowing them to see how potential hires use their talents and bright minds to serve the emerging needs of our complex business.■

For example, in New York City, we offer several scholarship/internships each year to a diverse group of local high school students. Once they have been selected, we offer them summer internships as long as they’re in school and usually extend an offer of full-time employment when they graduate. It’s a comprehensive way of engaging with them— we support their classroom education and we participate in their practical education, which means they’re well versed in Turner’s policies and culture by the time they come on board.



Turner Construction Company

How do we encourage students to continue their study of STEM subjects, particularly women and underrepresented minorities?

David Abney Chairman and Chief Executive Officer UPS United Parcel Service (NYSE:UPS) was founded in 1907 as a private messenger and delivery service in Seattle, Washington. Guided by a vision to connect a global community through intelligent logistics networks, UPS is now the world’s largest package delivery company. We deliver an average of 18 million packages and documents each business day (4.6 billion annually) to customers and consumers in 220 countries and territories. UPS is the premier provider of global supply chain management solutions that lower costs, improve service and provide highly customizable supply chain control and visibility. We are also a leader in the U.S. less-than-truckload industry. Leveraging our integrated ground, air and ocean global network, we create value for our customers through solutions that lower costs, improve service and provide highly customizable supply chain control and visibility.

David Abney, who began his career as a part-time package loader while in college, serves as chief executive officer of UPS. David was appointed CEO in 2014, and is the 11th CEO in the 108-year history of UPS. He was unanimously appointed by the Board of Directors as Chairman in 2016. David previously served as chief operating officer since 2007, overseeing logistics, sustainability, engineering and all facets of the UPS transportation network. UPS's global transportation network serves more than 220 countries and territories, and includes a ground fleet of more than 96,000 vehicles and an air fleet of more than 500 aircraft. UPS operates major air hubs in Louisville, Kentucky; Cologne, Germany; and Shenzhen, China. Before serving as COO, David was president of UPS International, leading the company's strategic initiative to increase its global logistics capabilities. During his career, David was also involved in a number of global acquisitions that included the Fritz Companies, Stolica, Lynxs, and Sino-Trans in China.

209


Earlier in his career, he served as president of SonicAir, a same-day delivery service that signaled UPS's move into the service parts logistics sector. David began his UPS career in 1974 in a small facility in Greenwood,Mississippi, while attending Delta State University. In addition to his corporate responsibilities, David serves as a Trustee of The UPS Foundation and chairman of the World Affairs Council of Atlanta. He is also a member of the President's Export Council, the Board of Directors of Johnson Controls, and the Business Roundtable. As Chairman and Chief Executive Officer, David serves on the UPS Board of Directors’ Executive Committee. A native of Greenwood, Miss., David earned a bachelor's degree in business administration from Delta State University. He serves on the Board of Directors of the Delta State University Alumni Foundation. He and his wife, Sherry, sponsor the school’s annual symposium on international business.


UPS has a strong culture of promoting people from within our organization. As a result, we place a high value on an educated workforce. For example, we invest several million dollars each year on our employees through a tuition reimbursement program called Earn and Learn. Outside of the company, we invest heavily in various endowments that support the ongoing needs of key universities. We also fund scholarships that help support underserved populations, such as lowincome students from first-generation U.S. families. UPS is committed to investing in education as a way of promoting a strong economy and a skilled workforce. Where do you see the biggest area of opportunity in advancing STEM careers?

As technology and information continues to change the way UPS’s customers think and interact with the rest of the world, more demand is placed on the need for careers in these areas. To increase interest in STEM careers among students, it is important for companies to invest in and support STEM-focused programs and activities. Some of these activities include: • Establishing relationships with elementary schools, universities and engineering societies to uncover opportunities to encourage STEM learning through financial donations and mentorship. • Participation in career days and robotics programs to engage students. These activities allow students to gain a different perspective of the STEM disciplines. By participating directly with students and showing them the myriad number of applications for STEM careers, companies can help shift the way students think about these subjects. • Providing co-operative education programs and internships to students and teachers to foster a better understanding of STEM subjects and applications through real life, hands-on experiences. What do we need to do in the United States to continue to be at the top of global innovation?

to make their dreams of working in a STEM-related field a reality. There may be a shortage of talent, but there is not a shortage of people to fill these gaps. We have to help bridge the gap that currently exists. UPS is an example of company that has grown and prospered because of innovation. We have evolved from a shipping company that uses technology into a technology company that ships packages. Technology and analytics are game changers for our company. People who have STEM-related skills will provide us with the knowledge and expertise to continue to evolve and provide the solutions to serve our next generation of customers. How is your company infusing diversity in STEM initiatives?

We have partnerships with several diversity-based organizations and institutions of higher learning. These partnerships create pipelines of diverse, new talent for all areas of the company. Our internships bring in diverse students in key areas, such as engineering and technology, with the ultimate goal of converting these students into full-time employees upon graduation. For example, in conjunction with the UPS Foundation, we have partnerships with several universities and professional organizations that provide scholarships and internships to women and minority students in STEM-related fields of study. Since the late 1980s, the UPS Foundation has provided $3 million in funding for STEM programs and projects. At the local level, our engineers are members of professional engineering societies where they serve as board members and visiting professors at colleges, universities and K-12 schools. Is this a part of your comprehensive strategy?

All of these initiatives are part of a comprehensive strategy to ensure our workforce continues to reflect the diverse make-up of the communities we work in, while making UPS a more challenging and engaging place to work. Diversity brings new ideas and new perspectives to the table, which will help UPS prosper in the future.■

It’s important for the federal government to invest in curriculums that align careers that support global innovation. In addition, because these disciplines are constantly evolving, It must develop partnerships with companies and organizations to garner support and expertise in STEM. Companies have an active role in supporting this initiative and must assist people at the grassroots level. This role includes working with underserved populations to help them understand and embrace the value of these opportunities, as well as helping



UPS

How has your corporation coordinated investments in education with future workforce needs?

Henry Fleches Chief Executive Officer United Data Technologies United Data Technologies (UDT) is a leading national provider of technology solutions and managed services in the United States. Since 1995, UDT has helped public and private sector organizations to accomplish more through a comprehensive, relationship-based approach to technology. Today, the company is differentiated by its ability to help clients reduce the risks, costs and complexity of deploying next generation technology. More recently, the firm has established itself as a full-fledged provider of cloud-based managed services and a noted national leader in the field of K-12 education.

Henry Fleches is CEO of United Data Technologies Inc. (UDT), a leading national provider of technology solutions and managed services in the United States. He co-founded the company with Gerard Amaro in 1995 and is responsible for leading the organization’s strategy, fiscal performance and culture of delivering excellence to clients. During his tenure, he has helped transform the company from a value-added reseller to a diversified IT managed services business that assists companies and government agencies of all sizes. In the area of K-12 education, the firm is considered a pioneer and among the best in the country in helping schools transition to digital learning, and was named Intel’s Education Partner of the Year in 2014. Under his leadership, UDT had sustained significant growth since the 2008 recession, multiplying its revenues by a factor of 5x and ending 2015 with $225 million in revenues (a 35% year-over-year growth). Over the past six years, the company has expanded to more than 14 locations in seven states. UDT’s success is attributed in part to Fleches’ ability to ensure that the company’s resources and ongoing investments are aligned with its 211


customers’ changing needs and the creation of a relationship-based brand of IT which emphasizes helping individual clients reduce the risks, costs and complexities associated with technology. As an active participant in the U.S. Hispanic Chamber of Commerce, Henry was instrumental in UDT becoming a founding member of the organization’s Hispanic Business Enterprise Program, and he was recognized with the USHCC’s prestigious Businessman of the Year Award in 2015. Henry was most recently named 2016 Executive of the Year by the Greater Miami Chamber of Commerce. Fleches holds a Bachelor of Business Administration from Florida International University and continues his professional development as an active member of Vistage International. In addition, he serves as the chair of HP’s Public Sector Advisory Council and is a member of Microsoft’s Global Education Partners Forum. Henry is active in many youth development programs and supports various children’s charities throughout South Florida, including the Breana Vergara Foundation, 12th Man Camp, March of Dimes, and local Boy Scouts.


Considered a pioneer and the country’s best at transforming K-12 education on a large scale, UDT’s Digital Learning Convergence practice has earned the praise and recognition of some of the world’s largest IT companies, including Microsoft and Intel (named their Education Partner of the Year in 2014). Our goal is to create cost-effective and secure learning environments and systems that empower educators and students to achieve more.


We count Miami-Dade County Public Schools (MDCPS) among our most notable successes, playing a central role in the transition to digital learning for one of the nation’s largest school districts. Among our most ambitious projects, UDT was able to supply and deploy approximately 100,000 new tablets to MDCPS' 9th and 10th graders for the 2015 school year. The project is considered the largest contract ever signed by Microsoft and a reseller. By introducing the use of tablets and digital learning at an early stage, MDCPS is preparing today’s youth for tomorrow’s workplace. MDCPS can now monitor and customize the learning process of each student individually, facilitating the development of skills in complex fields such as STEM.■


United Data Technologies

UDT has worked tirelessly to develop our offerings in the field of K-12 education, which has recently faced major technological changes as schools work to implement innovative, measurable, cost-effective and sustainable ways to bring digital learning to the modern classroom and promote STEM learning.

Sajan Pillai Chief Executive Officer UST Global UST Global® is a leading provider of end-to-end IT services and solutions for Global 1000 companies. We use a client-centric Global Engagement Model that combines local, senior, onsite resources with the cost, scale, and quality advantages of offshore operations. The industry-leading expertise found within our Centers of Excellence (CoEs) plays a key role in our success with clients. The CoEs deliver pragmatic IT solutions that allow clients to consistently achieve their most critical business objectives. Our Partner Program complements the Centers of Excellence. The program aims to develop strategic relationships with bestof-breed organizations to provide UST Global developers with advance access to new technology and educational resources.

As CEO, Sajan Pillai provides leadership to all of UST Global’s professionals while heading up the company's global business operations. His responsibilities include acquisitions, client development, global operations, and service delivery. Mr. Pillai brings us his extensive background in the offshore IT industry, having served as cofounder of Softek Systems in India and as an engineer in one of top three consulting services companies in India. He has also architected and managed several large software

213


systems for MCI Telecommunications in the United States and subsequently held senior management positions in Tanning Systems, a U.S.-based software solutions company. Mr. Pillai graduated with a degree in computer science and engineering from the College of Engineering, Trivandrum, India.


STEM creates the basic skill sets needed for innovation. Nations and humanity at large depend on innovation to solve increasingly complex problems in healthcare, resource constraints (food, water and air), energy and shelter. 15 out of 20 growth jobs of this decade require significant STEM skills; yet less than a third of the population has any exposure to core STEM education and significantly less are proficient at STEM to be able to specialize in jobs. The US is significantly behind the world leaders in STEM education at the primary and secondary level. We need an active collaboration agenda between government, public agencies, nonprofit organizations and associations and private sector to drive STEM education themes forward. How do you believe STEM education can improve a nation's competitiveness?

In this era of increasing global competition, with the advent of hyper connectivity and a flatter world, human capital specifically in STEM will become the single biggest asset of a nation. Without STEM talent, our nation would slip further in innovation, which would be significantly detrimental to the economic development of our nation in spite of our natural resources. We are staggeringly behind in STEM education. We only produce 60,000 top engineering graduates, which in absolute numbers is 23rd in the world. Less than 17% of the entire student population is proficient at Math or science yet the STEM related job opportunities are growing 300% faster than NON STEM related jobs. Already, the average STEM job pays 75% more than average NON STEM jobs and that difference is increasing. We as a nation have declared STEM education as a national priority. However, we need an active education agenda with the collaboration of academicians, government agencies and private sector to make the difference. What traits do corporate leaders need to effectively support and advance STEM education today?

Corporate leaders have several key and vital roles to play in STEM education. The most vital of them is being the advocate for standards at the national and regional level. Corporate leaders also can activate parents to be active in the communities in STEM education. Corporate giving is another area


where with clear and specific focus on ROI, we can redirect fairly substantial resources to STEM education agenda.Corporate leaders can also inspire the power and potential of volunteerism of their employee base to be effectively engaged in STEM education. They can also leverage their existing relationships and networks like community colleges to focus on STEM education with the 3 point agenda 1) Make STEM interesting 2) Educate the STEM educators 3) Make STEM Hands On! How can we can we do a better job to strategically coordinate all those engaged in STEM across the company?

Corporations often have a diverse workforce with multi region (multi country focus) with several departments. STEM support is often executed regionally with a central STEM support strategy. To do this, the pieces are to 1) evolve a central strategy that ties STEM education to the corporate workforce needs b) create a list of regional projects that focuses on innovative approaches to STEM education c) Create corporate-wide metrics to build and monitor STEM progress d) Provide support structures like “Assets and expertise Maps” available within the corporation. With a head coordinator at the central level with clear regional projects, you can create a corporate model for sustained STEM support and success. How is your company connecting diversity initiatives with STEM initiatives? Is this a part of your comprehensive strategy?

Diversity in STEM education is a current problem and a future opportunity. Today women and minorities are 28% of the workforce yet only 7% of it is STEM workforce. The earning potential of the population that is STEM trained is significantly higher (by 75%) than NON STEM jobs, which would give us opportunity for social inclusion at regional and national levels. Also in corporate environments, diversity in STEM is crucial for the “innovation pipeline”. Innovation is critically dependent on diverse human experiences and a diverse STEM trained work force can be the significant competitive asset of the corporation. It is therefore important to connect the diversity initiatives of the corporations with ongoing STEM initiatives.■


UST Global

Why do you believe STEM Education/workforce development are critical to our nation's future?

Marni Walden EVP and President of Product Innovation and New Businesses Verizon Verizon Communications Inc. (NYSE, Nasdaq: VZ) employs a diverse workforce of 177,700 and generated nearly $132 billion in 2015 revenues. Verizon operates America’s most reliable wireless network, with more than 112 million retail connections nationwide. Headquartered in New York, the company also provides communications and entertainment services over America’s most advanced fiber-optic network, and delivers integrated business solutions to customers worldwide.

Marni Walden is executive vice president and president of product innovation and new businesses, responsible for developing and growing Verizon’s emerging businesses, including the “Internet of Things,” digital media, and telematics. She is responsible for overseeing the company’s strategy development and planning group.

products across the company’s wireless, wireline, IP and cloud networks and platforms. Walden was executive vice president and chief operating officer for Verizon Wireless, with responsibility for the company’s operations and delivery of industry-leading performance. Earlier, she was Verizon Wireless’ vice president and chief marketing officer.

Previously, as executive vice president and president of product and new business innovation, Walden focused on leveraging Verizon’s assets to develop innovative

215



But when you take into account the complexity of the next generation of technology paired with a mere 25 percent of students who are choosing STEM majors in college, the talent of today isn’t enough. The need for future STEM talent is greater than ever before, and we’re doing everything we can to address that both within the Verizon Foundation and within my organization. At the Foundation, our signature program, Verizon Innovative Learning Schools (VILS), gives every student and teacher in the program their own mobile tablet and data plan with 24-7 access to the Internet leading to enhanced creativity, STEM interest, and a teamwork-orientated mentality. Our philanthropic arm also powers the Verizon App Challenge, which gives teams of middle and high school students the opportunity to identify a community problem and create an app concept that solves for it. Winners get to work with experts from MIT Media Lab to bring their app ideas to life for download in the Google Play Store.


Within Verizon’s emerging businesses, including the Internet of Things, digital media, and telematics, we’re looking at fostering development internally and doing everything that we can to grow the next generation of developers. The Internet of Things (IoT) –– is transcending the hype cycle, changing lives and delivering tangible and measurable results to consumers and businesses alike. It’s driving innovation and extraordinary business opportunities as IoT developers are fueling the growth of this technology revolution. As the visionaries, entrepreneurs and inventors of applications, IoT developers need a single source for creating and implementing solutions. Our latest program, ThingSpace, is a platform that allows small, medium, and large business worldwide to build and consume applications. Today, we have more than 4,000 developers using the ThingSpace platform. In the same way that STEM education paves the way for children to solve big problems, ThingSpace is designed to do the same thing for developers of IoT. By addressing key barriers at the network, platform, and application levels, our mission is to make IoT more accessible to consumers and public sector organizations while allowing businesses, and developers of all sizes to compete in new markets globally. I’m confident that platforms like ThingSpace, programs like the App Challenge and institutions like our VILS will prepare the innovators of tomorrow and help us deliver the promise of the digital world.■


Verizon

In my role as the head of Product Innovation and New Business, I lead some of the most innovative minds in our industry. Together we’re the transformation engine for Verizon- creating new products and platforms, changing the video streaming landscape and creating new revenue streams for our business to thrive. At the core of our business is the mantra that every idea is important. We’re giving everyone a seat at the table to innovate and take action– whether it’s through the new technologies we develop; our breakthrough products in new fields like digital video, smart cities and STEM; or the vital work of connecting customers – 24x7 -- to what’s important to them.

Jason Andringa President and Chief Executive Officer Vermeer Corporation Vermeer Corporation delivers a real impact in a progressing world through the manufacture of high-quality underground construction, surface mining, tree care, environmental and agricultural equipment. Founded in 1948, Vermeer is familyowned and -operated, headquartered in Pella, Iowa, U.S.A., with more than 3,000 team members. Vermeer regional offices are located in Brazil, the Netherlands and Singapore; with additional manufacturing facilities in South Dakota and Beijing; and over 600 dealers worldwide. Vermeer works hard at developing its team and future workforce to provide innovative solutions to a changing world. Vermeer helps customers in more than 60 nations stay connected to the necessities of life, manage natural resources and nourish a vibrant food supply. The Vermeer team makes a real, personal impact on each other, their customers and communities, close to home and around the globe.

Jason Andringa is President & CEO at Vermeer Corporation,a global industrial and agricultural equipment manufacturing company making a real impact in a progressing world. Vermeer provides innovative solutions that help customers stay connected to the necessities of life. Prior to this, Jason served in the following previous roles at Vermeer: President & COO, President – Forage and Environmental Solutions, Vice President - Dealer Distribution and Global Accounts, Managing Director for Europe, Middle East and Africa (based in the Netherlands), and Segment Manager – New Products and Markets in the Environmental business segment. Jason serves on the Vermeer Board of Directors and also serves on the Board of Directors for Raven Industries, Board of Advisors for Camcraft, the Construction Sector Board of

217


the Association of Equipment Manufacturers (AEM) and the Board of Trustees for The Nature Conservancy of Iowa. Before joining Vermeer in 2005, Jason was a staff engineer at NASA's Jet Propulsion Laboratory. Jason graduated with a Bachelor of Science in Mechanical Engineering from Calvin College and later completed advanced degrees including a Master of Science in Aeronautics and Astronautics from MIT and a Master of Business Administration from the University of Southern California. Jason is devoted to lifelong learning, with a passion for and education in STEM fields. With this expertise, Jason is dedicated to developing a STEM-skilled workforce for the present and future – building on the legacy and foundation established by the two generations of previous Vermeer family leadership. Jason and his wife Carrie live in Pella, Iowa with their three children.


When I became CEO at Vermeer, I committed to continuing the organization’s diligent practice of continuous improvement while creating opportunities for growth. In order to succeed at that, we have to recruit, develop and build a team that can keep pace with our customer needs. As manufacturing and the world around us become more and more dependent on technology, a STEM-skilled workforce quickly becomes a priority. Beyond meeting the technology needs our customers are telling us about every day, the numbers prove that a STEM-skilled workforce is essential to the future of manufacturing. Every dollar spent in manufacturing adds $1.37 to the US economy, and every 100 jobs in a manufacturing facility create an additional 250 jobs in other sectors. Yet 80 percent of manufacturers report difficulty in finding skilled workers. Manufacturing clearly has an impact on the nation’s economy. So the skills gap we are facing in our industry has to be addressed in order to achieve a healthy workforce, and is sure to be reflective of the significant need throughout the nation. What STEM initiative that your company has supported are you most proud of?

Our Manufacturing Day event at Vermeer has to be one of the STEM activities that is most rewarding to witness, and has proven to have some of the most positive, immediate results. We invite middle and high school students to our facilities for a day in the fall of the year, to see who we are and what we do. Dozens of STEM-based activity centers are set up, from painting and welding simulators, to build-your-own innovation with parts made by a 3D printer, to operating a robot or moving objects with basic hydraulics. At the same time, we share stories of ways our Vermeer equipment is making the world a better place to live. It really demonstrates how exciting and cutting-edge our industry is, and students start thinking, “I’d like to be a part of this someday!” Students, and their influencers, are hungry for this kind of stuff. An Iowa Governor’s STEM Advisory Council survey shows that 94 percent of Iowans think STEM education should be a priority in their local school districts. Our Manufacturing Day experience reflects that. Attendance jumped from 100 students to 700+ in just 3 years. We also make it a point to survey the students before and after their visit, and are very motivated by the results: The percentage of students who felt they understood what manufacturing is, jumped from 57 percent before Manufacturing Day to 97 percent after, and those who want to work in manufacturing someday jumped from 34 percent to 69 percent.

What is your advice on using private-public partnerships to tackle our most pressing education challenges in STEM?

Vermeer Corporation has partnered with the Iowa Governor’s STEM Advisory Council for several years. We are one of many businesses and private sector investors who support and contribute to the State’s efforts to make STEM a priority in the classroom and beyond. During the last academic year, Iowa schools reported developing 376 new partnerships with local businesses and industries in their communities, to enhance students’ opportunities to tie STEM subjects to future careers. At Vermeer, those partnerships include hosting student interns in the summer, as well as teacher interns who come to Vermeer for a 3-week opportunity to learn more about manufacturing careers and concepts to take to the classroom. We help fund weld-training programs at an area career academy and community college from which we’ve hired approximately 75 percent of program graduates. And we’ve partnered with a state university on a Vermeer Applied Technologies Hub to build opportunities for innovation and collaboration between students and Vermeer team members. We believe these efforts, and the STEM ambassadors they produce, have a direct link to the positive results we’re seeing in Iowa the past four years: an 18 percent increase in students who meet benchmarks for science on ACT tests, and a 15 percent increase in degrees awarded in STEM fields from Iowa’s community colleges, 4-year colleges and universities. What is my advice for using private-public partnerships to tackle STEM-related educational challenges? Engage! The results will speak for themselves. How do you translate your work into innovation?

My grandfather, Gary Vermeer, started a manufacturing company by providing a solution to a farming need – a simple wagon hoist that removed the hard labor involved in unloading a wagon by hand. That innovation improved a process and made life easier, which is true to what Vermeer Corporation continued and is doing today. Vermeer equipment is designed and built to better people’s lives around the world. That is a key motivation for our people, and the inspiration that personally drives my daily focus on innovation. Innovation is fueled by learning and the desire to improve. I am determined to be a lifelong learner, and have always enjoyed exploration – seeing, learning and experiencing something new. I appreciate watching my peers at Vermeer go through that same process of discovery, and exposure to STEM provides a whole frontier of new opportunities. Whether STEM skills awareness and advancement provide innovative solutions for unemployment or the next groundbreaking technology, I want to be part of it through my work at Vermeer.■

With the majority of students saying that personal experience directs them down a particular career path, we want Manufacturing Day to be one experience that launches them on a STEM journey toward manufacturing!



Vermeer Corporation


Doug McMillon President and Chief Executive Officer Walmart Wal-Mart Stores, Inc. (NYSE: WMT) helps people around the world save money and live better – anytime and anywhere – in retail stores, online, and through their mobile devices. Each week, nearly 260 million customers and members visit our 11,535 stores under 72 banners in 28 countries and e-commerce websites in 11 countries. With fiscal year 2016 revenue of $482.1 billion, Walmart employs more than 2 million associates worldwide. Walmart continues to be a leader in sustainability, corporate philanthropy and employment opportunity. Additional information about Walmart can be found by visiting http://corporate.walmart.com on Facebook at http:// facebook.com/walmart and on Twitter at http://twitter.com/ walmart. Online merchandise sales are available at http:// www.walmart.com and http://www.samsclub.com.

Doug McMillon is the president and chief executive officer of Wal-Mart Stores, Inc. (Walmart). As CEO, Doug leads a strong management team that is working to deliver Walmart’s mission of “saving people money so they can live better.” Under his leadership, Walmart is bringing together its stores, logistics network and digital commerce capabilities in new ways to empower customers to shop whenever, wherever and however they want. From February 2009 to February 2014, Doug served as president and chief executive officer of Walmart International, a fast-growing segment of Walmart’s overall operations, with more than 6,400 stores and nearly 800,000 associates in 26 countries outside the United States. From 2006 to 2009, he served as president and chief executive officer of Sam’s Club, an operating segment of Walmart, with sales of more than $46 billion annually during his tenure.

219


Doug is a longtime champion of Walmart’s customers, its associates and the company’s culture. In 1984, he started out as an hourly summer associate in a Walmart distribution center. In 1990, while pursuing his MBA, he rejoined the company as an assistant manager in a Tulsa, Okla., Walmart store before moving to merchandising as a buyer trainee. He went on to serve in successful senior leadership roles in all of Walmart’s business segments. He remains a merchant at heart and understands where customers around the world are heading next. Doug has served on the board of directors for Wal-Mart Stores, Inc., since 2009 and currently is the chair of the Executive and GlobalCompensation committees. In addition, he serves on the boards of directors of the Consumer Goods Forum, the U.S.-China Business Council and Crystal Bridges Museum of American Art. He has been recognized as a Young Global Leader by the World Economic Forum.


We have a wide range of opportunities that require STEM skills. In addition to the technologists, data scientists, and engineers you might expect, we employ food scientists, nutritionists and even meteorologists. Walmart also has a great need for Health and Wellness associates, since at any point in time we employ around 16,000 pharmacists.

beyond the lives that Walmart can touch directly. For example, this past year, Walmart helped launch the Million Women Mentors effort with a commitment to mentor over 3,000 young women by the 2018. In addition to Million Women Mentors, we have also created a pathway for our store and club associates to seek careers in STEM roles. This is part of our effort to make Walmart a better place to work and shop. To help our associates succeed and better serve our customers,we’re investing in higher wages,education, and training. We live in a rapidly changing world, and retail today requires new skills to meet the demands of customers who have everything at their fingertips. Walmart will lead by empowering our associates and creating opportunity. As they grow and succeed so do our customers and so does Walmart. It is a privilege to be a part of this concerted effort to change the landscape on STEM opportunities. It not only changes businesses, it changes lives. ■

Not only is supporting STEM talent good for our business, we also know that a STEM degree is good for students. A degree in a STEM major allows individuals to earn almost 65% more than non-STEM majors. That’s why we have committed to working with strategic partners to increase STEM talent



Walmart

Each week, Walmart serves nearly 260 million customers around the world through our stores, websites and apps. With our retail footprint and ecommerce capabilities, we are uniquely able to save customers time and money in any channel they choose to shop – and in the blend of them. We want customers to be able to shop with us whenever, wherever, and however they want. To deliver this seamless shopping experience for customers, we’re investing in our people and in technology. That’s why we’re pleased to be a part of an organization that has had the foresight to see the need of STEM talent.
