Global Diversity and Inclusion. When different people come together, it s not just beautiful, it s priceless.

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1 Global Diversity and Inclusion When different people come together, it s not just beautiful, it s priceless.

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3 Our respect for the differences in people s thoughts, skills, experiences, and backgrounds is helping drive innovation. Diversity and Inclusion 1

4 When different people come together, it s not just beautiful, it s priceless. At MasterCard Worldwide, we find value in diversity of background, experience and thought. By supporting a global business, we take a leading role in creating innovative, efficient and secure solutions for advancing today s global commerce. See how diversity drives us at mastercard.com/diversity. MasterCard, the MasterCard Brand Mark and Priceless are registered trademarks of MasterCard International Incorporated MasterCard

5 TABLE OF CONTENTS A Message from Our Leadership 4 Diversity at MasterCard 5 Our Diversity Strategy 6 Diversity Elements 11 Business Resource Groups 14 Supplier Diversity 20 Global Diversity and Inclusion Council 22 Profiles in Diversity 23 Ryan Beaudry 26 Brian DuCharme 28 Jennifer Rademaker 30 José Reyes 32 Olga Thelliyankal and Ravi Aurora 34 Jehu Chesson, Zundra Bryant, and Betty Mitchem 36 Partnerships 39 Corporate Philanthropy 40 MasterCard Labs 42 Diversity Awards 44 Diversity and Inclusion 3

6 A Message from Our Leadership: Inclusion and Innovation To all our supporters, As a company, we re keenly focused on innovation and believe that diversity sits at the root of innovation. Diversity of culture, experience, and thought all drive innovative thinking. We encourage our employees to express themselves because their expertise and experience helps us develop innovative, market-specific payment solutions that deliver real value to people everywhere. At MasterCard, diversity is part of our DNA and inclusion is what propels us to leverage our technology and expertise to benefit people of all demographics from the underserved to the affluent as well as governments and businesses, large and small. We support growth by continuing to recruit, develop, and retain diverse talent. We will continue to leverage the experience and expertise inherent in our employeedirected Business Resource Groups to diversify consumer segments through innovative products and services to meet the needs of emerging markets. We are building a culture of inclusion that fosters employee engagement, innovation, and productivity to maximize our business results. We are proud of the recognition and awards we have received for the advancements we have made thus far. We believe we are pointed in the right direction and are positioned well on the continuum of inclusion as we strive to always be a better company and a better corporate citizen. As we work toward our vision of a world beyond cash, we remain committed to ensuring that MasterCard continues to be renowned as an employer of choice and a trusted collaborator with our customers, vendors, and all other constituents. Ajay Banga President and Chief Executive Officer Noah J. Hanft Chief Franchise Integrity Officer, Executive Committee Sponsor of Global Diversity Donna Alligood Johnson Chief Diversity Officer 4 MasterCard Worldwide

7 SECTION ONE Diversity at MasterCard Diversity and Inclusion 5

8 Diversity at MasterCard OUR DIVERSITY STRATEGY: A PASSIONATE PURSUIT, AN ENDLESS JOURNEY. As a global payments company serving more than 210 countries, MasterCard Worldwide regards diversity as much more than just a corporate priority. It is a business imperative that we are passionately weaving into the fabric of our operations. In this era of change, we are committed to leveraging our employees to drive innovation and realize a world beyond cash for everyone everywhere. We place a significant value on diversity because we believe that in order to achieve MasterCard Worldwide s vision of a world beyond cash, we must constantly understand the evolving payment needs of our customers, consumers, and merchants, and develop innovative solutions to meet those needs. Diversity in all its forms is the root of that insight and is at the heart of innovation. With a workforce comprised of diverse employees and teams that bring many different perspectives to the table, not only are more ideas generated, but studies have shown that product development cycles occur faster. Ultimately, that results in greater value for our shareholders. Diversity has played an important part in business at MasterCard. We have a global diversity strategy based on our commitment to fostering a culture of inclusion. Our execution of this strategy has earned us many accolades, including recognition from DiversityInc., Essence, Hispanic Enterprise, the Human Rights Campaign, and Working Mother. These accolades inspire us to work even harder, for we view diversity as a journey, not a destination, and know that considerable progress remains to be made before we come close to realizing its full potential as a driver of our business. 6 MasterCard Worldwide

9 One day diversity will be part of the fabric of our organization. Diversity drives ideas, teamwork, and positive results. NOAH J. HANFT, CHIEF FRANCHISE INTEGRITY OFFICER, EXECUTIVE COMMITTEE SPONSOR OF GLOBAL DIVERSITY Diversity and Inclusion 7

10 Diversity at MasterCard STRUCTURE OF OUR DIVERSITY STRATEGY At MasterCard, combining our industry expertise with the diverse insights from our global workforce is at the core of our diversity strategy. At the foundation is our dedication to cultivating an environment for all employees that respects their individual strengths, views, and experiences. We aim to promote increased engagement, which naturally leads to greater innovation and productivity. Upon that foundation, we have erected the following three strategic pillars: SHAREHOLDER VALUE TALENT MANAGEMENT BRAND AND REPUTATION BUSINESS IMPACT CULTURE OF INCLUSION DIVERSITY INFRASTRUCTURE TALENT MANAGEMENT This reflects our commitment to not only hiring employees with diverse backgrounds and global competencies, but also developing their knowledge and skills so all employees are fully prepared to deliver the customized, competitive solutions for which we are known. BRAND AND REPUTATION This represents our determination to forge partnerships and seek sponsorships that help strengthen MasterCard Worldwide s commitment to be a global diversity leader. BUSINESS IMPACT This epitomizes our resolve to leverage our diverse talent pool so we can identify innovative products and services to meet the needs of the many varied markets in which we operate. 8 MasterCard Worldwide

11 EXECUTING THE STRATEGY: THE MASTERCARD COMMITMENT No strategy can ever be successful without a well-defined infrastructure to carry out its implementation. MasterCard has demonstrated that the logic of diversity is internalized and appreciated by our employees, customers, suppliers, and everyone else with whom we do business. Our infrastructure includes:»» A Chief Diversity Officer position at the company s senior management level.»» A Global Diversity and Inclusion Council that drives the agenda for change and guides the strategy. The 18-member council, comprised of senior leaders from our business units, meets every six to eight weeks to review progress against our plan.»» A Global Diversity Office to provide a framework that supports business processes and procedures by considering, integrating, and leveraging diversity globally.»» Eight Business Resource Groups (BRGs) to take advantage of the unique attributes of our employees to create opportunities for growth, innovation, and success. These self-governed groups act as internal business consultants to provide consumer segmentation, research, cultural insights, and access to networks.»» A Supplier Diversity Program that enhances opportunities for minority-, women-, veteran-owned, and small businesses that supply goods and services to MasterCard Worldwide globally.»» An annual Summit that brings together more than 150 MasterCard Worldwide employees from various business units to gain critical insight and input about the role of diversity outside the company. Participants also share best practices to leverage diversity for better business results. Diversity and Inclusion 9

12 Diversity at MasterCard 10 MasterCard Worldwide

13 SECTION TWO Diversity Elements Diversity and Inclusion 11

14 Diversity Elements As a company, we believe diversity sits at the root of innovation. Diversity of culture, experience, and thought all drive innovative thinking. That s why we encourage employees to express their diverse opinions and ideas. We want them to feel empowered and to recognize that their contributions make a difference. AJAY BANGA, PRESIDENT AND CHIEF EXECUTIVE OFFICER 12 MasterCard Worldwide

15 DIVERSITY ELEMENTS: A COMPREHENSIVE APPROACH TO EXECUTING OUR STRATEGY Although we may talk about diversity as a single initiative at MasterCard Worldwide, the reality is that we have many such initiatives occurring across the company. That s because diversity, as a subject, is just too broad and too important to be addressed in the solitary manner of many corporate programs. It touches on, and links together, all of our constituencies, therefore requiring that we constantly examine it from a variety of angles. The multiple diversity initiatives currently under way are outgrowths of different elements within our overarching strategy. On the following pages, we have highlighted some of those elements that are playing particularly key roles in shaping how employees, suppliers, and others think about diversity at MasterCard. Our intent in adopting such a comprehensive approach is to demonstrate how seriously we want this matter to be regarded by all those with whom we deal. Far from being a trendy topic that will eventually fade from sight, we foresee diversity only growing as a point of emphasis in the years to come. Diversity and Inclusion 13

16 Diversity Elements BUSINESS RESOURCE GROUPS To compete in today s complex, ever-changing global marketplace, a diverse workforce is not merely an asset it s a necessity. That is why MasterCard Worldwide has put a premium on nurturing an inclusive culture where employees with wide-ranging backgrounds and qualities find themselves highly motivated, engaged, and connected. We leverage the unique strengths, views, and experiences of our employees through our support of Business Resource Groups (BRGs). These self-governed groups are comprised of individuals who come together based on similar interests or experiences, such as gender or ethnicity. BRG members help us to identify business programs that address the needs of diverse consumers by providing feedback on new ideas and initiatives, partnering with specific organizations, and reaching out to their communities. In turn, employees in BRGs gain an opportunity to enhance their cultural awareness, develop leadership skills, and network with colleagues across all business units and at all levels, including senior leadership. At present, MasterCard has eight BRGs, with participation in each being voluntary and open to anyone interested in furthering the group s objectives. 14 MasterCard Worldwide

17 EAST consists of employees who have an affinity towards Asia, either by heritage or a strong interest in Asian affairs. As part of its mission, EAST directs efforts and programs designed to enhance the understanding among all MasterCard employees of the overall trends in Asia, and how key dynamics impact our business in the region. Additionally, the group acts as a resource to provide insight into programs and services that target and influence the purchasing preferences of Asian consumers, both in the United States and abroad. The Latin Network brings together employees of Latin descent, including those who are Latin American, Spanish, Portuguese, French, and Italian, as well as others who have an affinity for those cultures. It provides members with an opportunity for professional development and networking, while creating shareholder value for MasterCard through its connection to the Hispanic consumer segment and organizations. LEAD s mission is to facilitate an environment that attracts, promotes, and retains employees of African descent, including providing them opportunities for professional growth. LEAD also acts as a resource to provide insight into programs and services that target and influence the purchasing preferences of this important minority group. Diversity and Inclusion 15

18 Diversity Elements PRIDE members take a leadership role in fostering an environment of inclusiveness and respect throughout MasterCard that enables employees to feel comfortable being open about their lives, regardless of sexual orientation, gender identity, or expression. The environment is also one where equality of treatment is promoted and discriminatory behavior is not tolerated. PRIDE further serves the organization by helping MasterCard explore and implement ways to better reach out to the LGBT (Lesbian, Gay, Bisexual, and Transgender) community as potential customers, clients, or employees. SALUTE s mission is to build a global network of support for active and veteran military personnel and their families by providing an environment that attracts, engages, and retains active and veteran military personnel, facilitates a successful transition into MasterCard s corporate culture, and provides opportunities for professional growth by fostering a military-friendly culture that advances career development. With approximately 1,400 members in 36 locations across all five of MasterCard s regions, the WLN seeks to advance women s careers and performance through a culture of mentoring and coaching. By enabling members professional and personal growth, it provides reputational and financial benefit to MasterCard and our shareholders. 16 MasterCard Worldwide

19 WWAVE incorporates all facets of diversity to engage its members, while at the same time utilizing their experience, talents, and value to positively impact MasterCard's business. Additionally, WWAVE utilizes its members to work with the business and other BRGs to analyze purchasing power, identify new consumer segments, and develop new ways for MasterCard to best capture our ever expanding markets. YoPros are focused on developing and utilizing the innovative skills of our young professionals. As such, the group reflects our belief that diversity encompasses generational differences and lifestages as much as it does more traditional distinctions, such as gender and ethnicity. YoPros mission is to create a network of young professionals that not only informs MasterCard Worldwide s business strategy as it pertains to this segment, but also fosters information sharing and relationship building. MasterCard Manhattanville College Scholarship As committed as the BRGs are to the organization, they are also passionate about making an impact in the community in which we operate. To support this mission, the BRGs launched the MasterCard Manhattanville College Scholarship in This endowed scholarship awards the recipient $5,000 and a paid summer intern position at MasterCard Global Headquarters in Purchase, New York. Diversity and Inclusion 17

20 Diversity Elements CANADA DETROIT, MI ST. LOUIS, MO PURCHASE, NY MIAMI, FL MEXICO BRAZIL 18 MasterCard Worldwide

21 DUBLIN LONDON WATERLOO MADRID PARIS ROME ISTANBUL GLOBAL BRG CHAPTER LOCATIONS With more than 2,500 BRG members worldwide, our employees are helping us achieve our goal of understanding the complex, constantly changing dynamics of the global marketplace. By leveraging the unique strengths, views, and experiences of our employees through BRGs, we create opportunities for growth, innovation, and success. SINGAPORE Diversity and Inclusion 19

22 Diversity Elements Diversity Elements GLOBAL BRG CHAPTER LOCATIONS SUPPLIER DIVERSITY Just as MasterCard Worldwide prizes diversity among our customers and consumers, so do we consider it a quality that should be reflected in our choice of suppliers. Not only does such diversity help to fortify our supply chain, but it also enhances our brand-building efforts and strengthens the communities in which we operate. For all those reasons, we launched the MasterCard Supplier Diversity Program in the United States in Although that was several years before we established our corporate diversity strategy, the program is based on the same commitment to inclusion that serves as the strategy s underlying component. With this program, we aim to ensure that businesses that are owned by minorities, women, or veterans, as well as small businesses, have equal access to procurement opportunities. Additionally, the program allows other suppliers to receive credit for subcontracting work to minority-, women-, or veteran-owned enterprises, or using those enterprises to provide goods and services to their own businesses, because we see that as adding value to MasterCard. Over time, the benefits of this program have proven to be even more pronounced than first anticipated, enabling us to enjoy what we believe is a competitive advantage in our industry. As a result, MasterCard has begun to expand the program beyond the United States, specifically in the United Kingdom and Canada. As we expand the supplier diversity program in these regions, we have worked with and will continue to work with governments, organizations, and others to establish appropriate diversity definitions and strategies that reflect local culture and society. MasterCard is both committed to and is aware of the value of a robust supplier diversity program; as such, we will continue to evaluate regions for potential expansion as well as enhance and grow our existing initiatives. See map inside 20 MasterCard Worldwide

23 Supplier Diversity Requirements To be regarded as a diverse supplier, a business must meet the following qualifications: United States»» Be a for-profit enterprise located in the United States or one of its trust territories.»» Be at least 51% owned by minority, women, or veteran individuals who also control the management and daily operations.»» Be recognized by an approved third-party certifying agency. United Kingdom»» Be a for-profit enterprise located in the United Kingdom.»» Be at least 51% owned, operated and controlled by an ethnic minority or woman.»» MasterCard works with the following independent agencies to verify the ownership status of businesses (Certification). For information on certification please contact the following agencies: Minority Supplier Development UK WeConnect Europe Canada»» Be a for-profit enterprise located in Canada.»» Be as least 51% owned, operated and controlled by an aboriginal, visible minority, or woman.»» MasterCard works with the following independent agencies to verify the ownership status of businesses (Certification). For information on certification please contact the following agencies: Canadian Aboriginal & Minority Supplier Council WeConnect Canada Small Business Supplier Requirements To be considered a small business supplier, a business must:»» Be a for-profit enterprise that operates primarily in the United States or makes a significant contribution to the U.S. economy through payment of taxes or use of American products, materials, or labor.»» Be certified by and eligible for assistance from the Small Business Administration.»» Meet the numerical size standards defined in the Small Business Size Regulations. Diversity and Inclusion 21

24 Diversity Elements GLOBAL DIVERSITY AND INCLUSION COUNCIL Perhaps no better indicator exists of the importance that MasterCard Worldwide attaches to diversity than the stature of the company s Global Diversity and Inclusion Council (GDIC). Chaired by our Chief Executive Officer, this body acts as essentially a board of directors that provides direction to the Global Diversity Office for how best to execute our strategy and ensure it is embedded throughout the organization. Based at our global headquarters in Purchase, New York, the GDIC consists of members drawn from all of the company s business regions: Canada; Latin America/ Caribbean; Europe; and Asia/Pacific, Middle East, and Africa. At its meetings, the council regularly evaluates different programs, partnerships, and other proposals that are presented as potential means of enhancing shareholder value. It was through the GDIC s work, for example, that we arrived at our decision early on to expand the more traditional definitions of diversity to include diversity of thought, experience, and function. Similarly, the council s efforts have led to the formation of, and funding for, each of our eight Business Resource Groups. Within the GDIC, there are also three working groups devoted to overseeing specific diversity issues associated with gender, multiculturalism, and lifestages. Each of the groups has its own executive sponsor responsible for exploring how our commitment to those issues can drive employee engagement and business growth. This represents just one way the council is aiming to uniquely leverage diversity to enrich MasterCard Worldwide s brand and reputation around the globe. We do not want to simply embrace what others in the marketplace are doing, but rather capitalize on the very elements that make our company exceptional. 22 MasterCard Worldwide

25 SECTION THREE Profiles in Diversity Diversity and Inclusion 23

26 Profiles in Diversity A WORKFORCE THAT MIRRORS THE WORLD AROUND US No matter how it is classified or characterized, diversity always comes down to people. The world s population is an ornate tapestry of individuals, many of whom are the customers and consumers we strive to serve. In order to be in the best position to do so, we know we must have a high-quality workforce that is cut from that same cloth. At MasterCard Worldwide, we take enormous pride in being a company where truly the best and brightest choose to work. That enables us to be selective in searching for employees whose diversity of ideas, skills, and experience mirror those of the world around us. In brief interviews on the following pages, we are delighted to feature nine such individuals for whom the principles of diversity are not just theoretical concepts, but a way of life. Not coincidentally, they also are recipients of our Global Diversity and Inclusion Award for how they have made their mark through our Business Resource Groups, customer involvement, or other activities. These award recipients were nominated by their colleagues from around the world. Both the Global Diversity Office and the Global Diversity & Inclusion Council reviewed the nominations thoroughly. Together, we are proud to recognize these colleagues for their excellence in diversity. 24 MasterCard Worldwide

27 Our goal is to innovate with a new fervor and sense of purpose. We want everyone to know that MasterCard is the place to be the place where the best people come to work and innovate. AJAY BANGA, PRESIDENT AND CHIEF EXECUTIVE OFFICER Diversity and Inclusion 25

28 Profiles in Diversity: Ryan Beaudry YOPROS ON THE RISE MILLENNIALS MAKING AN IMPACT Through his leadership and dedication, Ryan Beaudry and the YoPros BRG are creating a broad and long-term impact on MasterCard both inside and out. Thanks to their work, MasterCard is now tapping into the greater YoPro community for initiatives that drive business results. You devote a lot of time to the YoPros BRG. What are the benefits of being a part of this group? I think it boils down to the importance of having a diverse set of thoughts and a diverse perspective when it comes to doing business overall. For me personally, the group has opened up multiple connections across the globe with people who I would have never worked with; it fosters more of that person-to-person relationship that I think is valuable when it comes to following a consistent vision or strategy across any group. What does being recognized for your diversity efforts mean to you? It s a testament to the fact that diversity across generations, across race, across religion, across sexual orientation is truly meaningful and valuable in supporting MasterCard s growth and evolution. It was an honor for me to receive recognition for the fact that YoPros at MasterCard are making an impact on the workforce. 26 MasterCard Worldwide

29 Our mission is to strengthen and diversify a global network of young professionals. RYAN BEAUDRY What role in the world beyond cash does the YoPros BRG play? Part of our goal is to have a seat at the table as MasterCard plans strategies for new innovations. We participated in a series of ideation sessions around launching new mobile and e-commerce solutions that take into account the perspective of young professionals. We also hosted an event on shaping the future of commerce, which was webcast globally, and focused on that very topic the world beyond cash and how we can shape the future of commerce to electronify those transactions that are typically cash-based today. What s next for the YoPros BRG? One of our goals for the coming years is to expand the reach of MasterCard s YoPros to external organizations, so we re beginning to establish connection points with various young professionals in the communities in which we have chapters. And as MasterCard s culture has expanded, the company has increased recruiting efforts around individuals who may be new to the workforce, such as college hires, interns, and MBAs, so part of what we re doing as YoPros is working with MasterCard s talent acquisition and talent management teams to develop various mentoring programs. Diversity and Inclusion 27

30 Profiles in Diversity: Brian DuCharme THE PRIDE OF MASTERCARD SHOWCASING SUPPORT IN NYC AND BEYOND Brian DuCharme is a true ambassador for our brand. DuCharme and the PRIDE BRG cleverly leveraged NYC pride parade to promote MasterCard PayPass in a fun and engaging way. Congratulations on your award! Tell us about it. As part of the PRIDE BRG, I was peer-nominated for my leadership in securing MasterCard as the official card of New York City s 2011 Pride events. The project ended up producing 11 million brand impressions for our MasterCard and PayPass brands, and really helped create a dialogue between MasterCard and the LGBT community, not only in New York, but all across the country. What is the PRIDE BRG all about? Being in PRIDE is great. You don t have to be gay to be a member; you can be a straight ally we ve done a lot of work over the last few years trying to bridge that gap. So the group s not just about making LGBT employees feel safe at work; it s also about building awareness with straight allies who may know someone who is gay, and showing them what it means to people to know that they re supported. Why do you take such an active role in promoting inclusion at work? As an openly gay person living in the U.S., it s always been important to me to make sure that I can bring my whole self to work. Throughout my career I ve experienced places where being out at work was almost impossible; it was actually detrimental to my career. So I was really looking for a global company that understood and had appreciation for diverse thoughts and would accept me for who I am. And I found that at MasterCard. So as a co-chair of the PRIDE BRG, I wanted to be able to create a platform where MasterCard could be seen and heard as an advocate for diversity in the LGBT community. 28 MasterCard Worldwide

31 Diversity of thought allows us to compassionately build best in class services that improve the lives of individuals. BRIAN DUCHARME How are diversity and business linked at MasterCard? Diversity of thought is part of the MasterCard culture and our BRGs are working hard to help integrate our communities of interest PRIDE and the other seven BRGs into our product development process. The PRIDE sponsorship was directly linked to MasterCard business objectives. For six months leading up to the NY Pride events, we established a calendar of engagements that would help us reach our audience in a new and personal way. Not mass marketing but focused toward the LGBT community. What role does diversity have in the world beyond cash? The world beyond cash is a company goal because we recognize the enormous benefits that electronic payments have on individuals, communities, and governments. We serve more than a billion people in 210 countries, so being able to connect with them by understanding their stories and personal passions makes the mission real and meaningful. Diversity and Inclusion 29

32 Profiles in Diversity: Jennifer Rademaker LEADERSHIP IN EUROPE RECOGNIZING THE POWER AND INFLUENCE OF WOMEN Jennifer Rademaker and the Waterloo chapter of WLN are making significant progress in the attitudes of women working with MasterCard. In three short years, research studies reveal what a positive impact this BRG has had on MasterCard s female workforce in Europe. Tell us about the European Women s Leadership Network. We started the European Women s Leadership Network (EWLN) BRG about four years ago in Europe. We started out developing and hosting events, and also created an annual survey to women across Europe. Really our main goal is to champion the cause of promoting and developing women at MasterCard, specifically in Europe. What impact has the EWLN had on the culture of MasterCard Europe? When I started at MasterCard Europe five years ago, there were very few women in leadership positions. Now that s changed, but there is still a lot of room for improvement. Through the EWLN, I d like to continue to create an environment where women feel they can get the tools they need to improve their career. And I d also like to be a champion for things that will help make it easier to retain women in the workforce, through things like work/life balance, flex time, work from home. We didn t have these tools five years ago, so I do think the EWLN has been a positive force in that regard. 30 MasterCard Worldwide

33 Working with the European Women s Leadership Network is a labor of love. JENNIFER RADEMAKER What impact does the work of the EWLN have on the company as a whole? I think it makes us a richer business. We know from research that the real purchasers in the world are women. It s women who buy the clothes for the family. It s women who do the grocery shopping. It s women who book the holidays. And even if the woman does not actually make a transaction, she is the influencer of the transaction. So to not have women in our company would really be missing out on a lot of key insights, particularly in my area of product development and product management. What role does diversity have in the world beyond cash? We re trying to create evangelists out of our employees when it comes to the use of electronic payments. In September 2011, my team launched an employee promotion called The Month Without Cash, during which we challenged employees in Europe to go a month without using cash. This gave us the opportunity to become evangelists, but also to identify where the difficulties lie with electronic payments, so we can then address those issues. So having a lot of diverse people using our products in different, personal ways has been a great learning tool. Diversity and Inclusion 31

34 Profiles in Diversity: José Reyes JOURNEY TO THE AMERICAS BRIDGING THE COMMUNICATION GAP BETWEEN COUNTRIES José Reyes and his Latin Network team recognized the need for more dialogue between our U.S.- and Latin Americabased employees. Together, they are leveraging cultural capital and business acumen to add value to MasterCard. Tell us about the Journey to the Americas program, for which you were honored. A lot of people were expressing that they wanted to be more aware of who our partners in the regional offices in Latin America are. They really wanted to see the people, and get to know a little more about them, as well as their countries and cultures. So I worked with the Latin Network BRG in planning live meetings between offices, and we called it Journey to the Americas. And in these meetings, the regional offices shared overviews of what they do, information on their countries, and a cultural profile. What s the link between diversity and business improvement? When you are including all the diversity in your company all the cultures, backgrounds, people, thinking you impact your business in a positive way. A good example is: we work with the YoPros BRG, and they bring a lot of different ways of thinking to the table, and they represent a generation that s driving the market right now. So we need to understand the way they and our customers in their generation think. And that s what these diversity groups bring ways of thinking that we never considered before. 32 MasterCard Worldwide

35 Ideas come better if a company embraces diversity and thinks globally. JOSÉ REYES So diversity isn t just about ethnicity then? Exactly. It s about a lot more than ethnicity, and generation is a part of that. In addition to YoPros, we also have WWAVE (Workers With Accumulated Valued Experience). They represent a huge chunk of the population, so that s another group we need to consider, and think about their feedback in whatever product we are creating. What role does diversity play in the world beyond cash? When it comes to the world beyond cash, if we know exactly how a culture is using and adapting to technology, we will be able to take advantage of that knowledge and deliver messages and products they ll understand and embrace. For example, we re working to bring person-to-person payments and ecommerce to Brazil; this is new to them, and we re seeing them move from being people who used cash to people who are using debit more, and we can see that they will embrace using revolving credit and enjoy the benefits of doing so. What s next for you? Our group was invited to help the LEAD BRG as they develop a Journey to Africa program. So I ve been coaching and helping them a little bit with information on how we developed the Journey to the Americas. Diversity and Inclusion 33

36 Profiles in Diversity: Olga Thelliyankal and Ravi Aurora RISING IN THE EAST MAXIMIZING TALENT IN A DIVERSIFIED WORKFORCE Through joint efforts with the Global Diversity Office and other BRGs, these recipients are bringing together senior leaders to discuss not only best practices in the workforce, but also avantgarde issues related to global leadership and development. How does diversity impact MasterCard as a whole? Ravi Aurora: MasterCard is now serving more than 210 countries, so diversity is a business imperative. It s not a nice to have; it is absolutely what you ve got to do, because diversity drives ideas. Whether it is a diversity of creativity, experience, understanding all of those differences are fundamental to our business. They will help build a smarter MasterCard. Olga Thelliyankal: As MasterCard continues to grow and operate in a global marketplace, it s very important to understand global dynamics because that helps us become more effective in delivering products, solutions, and results. Diversity is no longer about just being fair and doing what s right; it s also about the company s competitiveness in this global marketplace. What role does diversity play in the world beyond cash? Ravi Aurora: Diversity can help us understand consumers, financial institutions, corporations all the parties that have a vested interest in payments and show them the vision of a world beyond cash. That can only occur by harnessing the diversity of perspective, and allowing a dialogue to take place. Then you can begin to understand what may be important for an Asian consumer versus a consumer of a different ethnicity, or the needs of a younger consumer versus that of an older demographic. 34 MasterCard Worldwide

37 Olga Thelliyankal Ravi Aurora Olga Thelliyankal: This is where I feel that understanding diversity and help us understand the needs of our consumers and customers. The efforts of the BRGs are a perfect vehicle to enable our vision of a world beyond cash. Our employee base is a perfect cross-section of all of the different ethnicities and geographies across the world, and built in ambassadors for the world beyond cash initiative. A lot of people are working hard to embrace diversity. Are you seeing results? Ravi Aurora: Absolutely. Not a week goes by where a BRG is not involved in an activity, and you can see the difference in communication channels from those efforts. Externally, MasterCard s ranking in Diversity Inc. s Top 50 companies jumped up from 31 last year to 15 this year, which is a phenomenal recognition of the efforts that have been made. This recognition further reflects MasterCard s commitment to the Business Resource Groups and diversity efforts. OLGA THELLIYANKAL Diversity and Inclusion 35

38 Profiles in Diversity: Jehu Chesson, Zundra Bryant, and Betty Mitchem MODELS OF DIVERSITY FASHIONING A CULTURAL EXPOSITION Each year, there is lasting buzz around the relevance, excitement, and inclusiveness shown in the LEAD Black History Month events. Last year s events culminated in a fashion show a tremendous celebration of all of the cultures represented by MasterCard BRGs. Tell us about the events you held to celebrate Black History Month. Betty Mitchem: Well, we didn t want to treat it just as Black history. We wanted to make sure we were reinforcing diversity and inclusion of the other BRGs. So for a cultural finale event to end our Black History Month program, we held a fashion show that represented all the different types of cultural dress of the other BRG members. We had dress from countries in Latin America, and we had people modeling African and Asian garments. Zundra Bryant: We had a great turn out. One of the most impressive things at MasterCard is the level of executive support, and they really encouraged people to attend. Overall it was a great way to celebrate each and every one of us individually but also recognize collectively how much power we have as a diverse group of individuals that come together. Jehu Chesson: This event really would not have been possible without the participation and enthusiasm of the other BRGs. 36 MasterCard Worldwide

39 Jehu Chesson Zundra Bryant Betty Mitchem Why is it important for businesses to recognize diversity? Jehu Chesson: We all know diversity is key to business success. I personally feel that diversity leads to innovation of thoughts, ideas, and culture, which can have positive business impact. Betty Mitchem: The one thing we know that s inevitable is change. So as a result, we have to keep figuring out, What do we need to do differently? We have to come up with diverse ways of understanding what appeals to the masses, and knowing how to target different regions or different audiences. Zundra Bryant: Diversity provides the opportunity to collaborate across the organization; it creates an environment that is conducive to building relationships. And once you have a personal connection it makes doing business so much simpler, because you re motivated by more of a common bond. When you get a diverse group of creative people together thinking, coming up with innovative ideas that helps you problem solve better. JEHU CHESSON Diversity and Inclusion 37

40 Profiles in Diversity: Jehu Chesson, Zundra Bryant, and Betty Mitchem How is MasterCard a leader in diversity and inclusion? Zundra Bryant: One of the biggest distinctions is executive support. It s one thing to have grass roots employees involved; it s another thing to have executives who have made diversity a part of their strategy for growing the company and are actually putting funds towards diversity initiatives. Jehu Chesson: MasterCard itself is a global company. We have a global and very diverse workforce, which in itself shows the organization s strong support for diversity. How has your work with diversity initiatives impacted your role at MasterCard? Jehu Chesson: I have support offices all over the world! I had the situation recently where I needed some quick translation. So I just picked the phone up and called someone in a Latin Network that I knew through the BRG, and they were able to help me. So, right there, that to me is business impact. Zundra Bryant: I know more of what I don t know. How different countries and cultures interact with commerce is amazing. And having associates that have grown up or live in those areas, and having access to them and being connected to them brings so much knowledge and insight I wouldn t otherwise have because I haven t personally experienced it. Betty Mitchem: From coordinating and participating in this event, there were at least four or five people that for months or maybe even sometimes years, I had seen their name on paper but never really knew who they were. Meeting them really reinforced networking. Now we actually talk to one another and have built friendships, and are even more comfortable from a business perspective. How can people benefit from getting involved in diversity initiatives? Betty Mitchem: It s a rewarding experience, a way to give back. And in addition, there are networking opportunities, especially from participating in BRG events. Zundra Bryant: You get an environment that is conducive to building relationships. And you get to learn more and beyond what you would just staying within the realm of your job function. 38 MasterCard Worldwide

41 SECTION FOUR Partnerships Diversity and Inclusion 39

42 Partnerships PARTNERING WITH CORPORATE PHILANTHROPY The culture of giving back is woven tightly into the fabric at MasterCard. Not only are our employees generous in their financial support for causes that are meaningful to them, they are also extremely active in volunteerism. In this spirit, MasterCard encourages employees to become involved and active in their communities, and offers each employee up to two work days (eight hours per day, 16 hours total) per calendar year to engage in eligible volunteer and community outreach activities. Below are a few examples of programs where MasterCard employees are making a difference. NETWORK FOR TEACHING ENTREPRENEURSHIP (NFTE) Throughout the course of history, entrepreneurs have been the dreamers and doers who have driven innovation, fueled growth, and helped to solve society s problems. So MasterCard has teamed up with NFTE to give young people in at-risk communities in the U.S. and Europe a chance to unlock their potential by teaching them the entrepreneurial skills they need to turn their dreams, passions, and visions into reality. Together, MasterCard and NFTE are also helping their teachers become more effective by providing them with professional development programs and technical assistance. 40 MasterCard Worldwide

43 We take our corporate citizenship seriously and believe we have a responsibility to support our communities. DONNA ALLIGOOD JOHNSON, CHIEF DIVERSITY OFFICER JUNIOR ACHIEVEMENT Around the world, schools are teaching our children to understand the world and how it works. At MasterCard, we believe they should also have the financial skills and knowledge that will help them make better decisions in the future. That is why MasterCard works with Junior Achievement, the world s largest nonprofit organization dedicated to giving young people the knowledge and skills they need to own their economic success, plan for their future, and make smart academic and economic choices. Additionally, MasterCard employees in Europe, Latin America, and the U.S. are volunteering thousands of hours in classrooms, sharing their knowledge with students, and helping them develop fundamental skills to achieve success and financial security throughout life. BANKERS WITHOUT BORDERS A GRAMEEN FOUNDATION INITIATIVE Starting in rural Colombia, MasterCard has partnered with Grameen Foundation to provide rural farmers in the most remote, hardest to reach areas with the means to access timely and relevant information that can improve their quality of life. Through the collaboration, Grameen Foundation will provide banana and cocoa farmers vital agricultural, weather, and pricing information via mobile phones, and research the demand for mobile financial services that are tailored to the needs of the poor. Diversity and Inclusion 41

44 Partnerships MASTERCARD LABS At MasterCard, we believe that combining our industry expertise with the diverse insights of our global workforce and new technological advancements drives cutting-edge innovation. MasterCard Labs, the global Research & Development arm of MasterCard Worldwide, is dedicated to finding breakthrough innovations for MasterCard that keep pace with the evolving needs of consumers, merchants, and our customers. MasterCard Labs focuses on gathering good ideas from many sources and building out new concepts quickly and cost-effectively. Guided by principles that foster creativity, openness, collaboration, and speed, MasterCard Labs creates the tools and environment to help make MasterCard better and faster at innovation. MasterCard Labs allows MasterCard to ideate, incubate, and test new concepts quickly and cost effectively, before making a decision as to whether, and how, a concept should be graduated to production, says Rob Reeg, MasterCard president, global technology and operations. Supporting innovation is critical to keeping MasterCard at the forefront of advancing commerce. MasterCard Labs builds and executes a number of employee programs designed to drive innovation across the company and inspire the generation of new ideas. These programs span the product lifecycle, from ideation to accelerating commercialization. Innovation Express brings MasterCard employees together from business units and locations around the world for a two-day round-the-clock competition, focused on solving a specific business challenge. Four teams of developers, designers, and cross-functional team members collaborate and compete to deliver a new product prototype, business plan, and demonstration video of how their product works. Over the past year, MasterCard Labs, in partnership with business owners across 42 MasterCard Worldwide

45 the organization, has completed four events with a number of projects now on the path to commercialization. Employee participation feedback has been very positive, even with the lack of sleep. Participants are energized not only by the commercial potential for each concept, but with the opportunity to broaden their exposure to colleagues from different departments and countries in the MasterCard family. Additional Innovation Express events are currently being planned. Innovation Time provides employees with the freedom and resources to work outside their day jobs on projects that they re passionate about and are relevant to MasterCard s business. It s an opportunity for employees to network, receive highprofile visibility for their efforts, and compete for great prizes. Projects are judged semi-annually by executive leadership and regional innovation champions based on their concept s business impact, technology accomplishment, and creativity. Although one project is chosen as the winner from each judging event, any project can be recommended for further development, with MasterCard Labs helping transition selected ideas to relevant business units. Innovation Time lets employees work on their individual development as they create real innovations for MasterCard. Innovation Express and Innovation Time are just two of the many efforts MasterCard Labs spearheads, driving innovation for today s ever-changing world. Diversity and Inclusion 43

46 June 2012 Top50.Cover3.indd Companies Rise; 24 Companies Fall 4 Case Studies of Winners & Losers in CPGs, Financial Services page 18 2 Newcomers on List, 3 Up From 25 Noteworthy Companies List page 44 Participation Up 11% page 38 How We Keep Your Data Secure page 17 Significant Progress TOP 50: 36% More Black, Latino, Asian Senior Execs Vs. Last Year TOP 10: 21% More Women, Senior Execs Than All Participants Are We Pay-to-Play? page 17 4/16/12 1:17 PM Jorge Benitez CEO, United States Accenture 50 OUT FRONT ISSUE 2012 $5.50 Partnerships Out Front Companies: BEST PLACES FOR DIVERSE MANAGERS & WOMEN TO WORK Accenture Takes the # 1 Spot Movement of LGBT Diversity In the Workplace WHY WOMEN LEAVE THEIR JOBS IMPACT OF THE OLD GUARD: Legacy Institutions Remain a Driving Force 1 DIVERSITY AWARDS As part of MasterCard Worldwide s diversity and inclusion strategy, we have pledged to build a reputation that positions our company as a global diversity leader one where the best people come to work and innovate. We are extremely proud of our growing record of awards that not only validate our strategy, but represent independent assessments of our progress. The following is a compilation of some of the top honors earned to date: DiversityInc. Magazine Number 15 on the Top 50 Companies for Diversity 2012 Diversity MBA Magazine 50 Out Front Best Places for Diverse Managers to Work List 2012 Working Mother Magazine 100 Best Companies for Working Mothers 2008, 2009, 2010, 2011, and 2012 Human Rights Campaign Best Places to Work for LGBT Equality 2009, 2010, and 2011 Congress of Diversity Executives CODE Leadership award 2009 Oxbridge Careers Guide (UK) Employer of Choice 2009 Poder Magazine Top 50 Corporations for Hispanics 2009 TECOM Investments (Dubai) Globalization and Diversification Award 2009 Westchester County (NY) LGBT Advisory Board 2009 Business of the Year (for consistent and ongoing support of the LGBT community) Essence Magazine 35 Great Places to Work for African-American Women 2008 Hispanic Enterprise Magazine Top 50 Corporation for Supplier Diversity 2008 and MasterCard Worldwide

47 Butterfly mural was created by MasterCard employees and is featured in the main entrance of MasterCard Global Headquarters in Purchase, NY.

48 2012 MasterCard Worldwide mastercard.com/diversity