Internal support for corporate citizenship strategies is critical for the success of those corporate citizenship programs at both the community and business levels. In this 2016 International Corporate Citizenship Conference session, panelists discussed how to create internal buy-in through strategic communication tools.

1. Gaining Buy-in and Building Harmony
Moderator: Tom Tropp, Corporate Vice President, Ethics and Sustainability, Arthur J. Gallagher & Co.
Bev Dribin, Vice President, Public Affairs, Aramark
Laura Gallagher, Director, Corporate Philanthropy, AIG
Phyllis A. James, Executive Vice President, Special Counsel-Litigation, Chief Diversity Officer, MGM
Resorts International
Nora Moreno Cargie, Vice President, Corporate Citizenship, Tufts Health Plan; President, Tufts Health Plan
Foundation

2. Corporate Responsibility Framework
2
PILLARS OF CORPORATE RESPONSIBILITY
FOOD ENVIRONMENT
Enable and empower quality
and healthy lifestyle choices.
Target Areas
 Health and Wellness
 Food Safety
 Menu Transparency
Minimize our impact
on the planet.
Repeatable
Business
Model
Competitive
Differentiators
Industry
Leadership
Sustainable
Solutions
Enterprise
ConsistencyENRICH
AND NOURISH
LIVES PEOPLE COMMUNITY
Create a highly engaged
diverse workforce and
inclusive workplace.
Target Areas
 Wages & Benefits
 Training & Development
 Diversity & Inclusion
 Health & Safety
Provide opportunities
for successful and
healthy lives.
Target Areas
 Responsible Sourcing
 Waste Minimization
 Efficient Operations
 Transportation Management
Target Areas
 Aramark Building Community
 Strategic Philanthropy
 Employee Engagement

3. Business Value of Sustainability

4. Stakeholder Engagement Approach
4
Sustainable
Sourcing Council
(enterprise-wide)
Subject Matter
Expertise Network
(internal and external)
Sustainable Sourcing
Advisory Panel
(external, multi-sector)
Industry and NGO
Engagement
(partnerships and memberships)
Responsible
Sourcing Strategy

5. HIGHLY CONFIDENTIAL – DO NOT COPY
Gaining Buy-In and Building Harmony
5

6. HIGHLY CONFIDENTIAL – DO NOT COPY
 In the past year, I have performed community volunteer work on my own or sponsored by a community
organization.
 In the past year, I have performed community volunteer work sponsored by my company with co-workers.
 My company makes significant contributions to the well-being of and supports me in giving back to the
community.
 How important is it to you to work for a company that you feel is a good corporate citizen?
 How aware are you of the company’s corporate giving efforts?
 Please select the option that best describes your perception of [company name] community support [Choose one
response]:
– I am very proud to belong to a company as involved in the community as ours is
– I appreciate the company’s involvement in the community
– I don’t have strong feelings either way about the company’s community involvement
– I think the company should provide less support to community organizations in the future
– I don’t think the company should support any community organizations with funding or volunteerism
Collecting and using data to gain buy-in and build harmony
Sample survey questions
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7. CSR: A DYNAMIC CHAIN OF CONTINUOUS
COMMUNICATION
Management
Front-Line Employees
CEO
&
Senior
Leadership
Annual CSR Report
CSR Newsletter
MGMTHINK
New Employee
Orientation
CSR Councils
MGM Resorts
Foundation Events
My Green Advantage
#MGMCares
Chairman’s Town Hall
Chairman’s Blog
Senior Leadership Meetings
Special Board CSR
Committee Meetings
Diversity Champion
Workshop
Annual Strategic Plans
Annual Bonus Goals
Daily Company Newsletter
Quarterly Management
Meetings
Employee Network Groups
Daily Pre-shift Team
Updates
Back of House Posters

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Don’t Stop Believing

12. Shared Value Leads
to Competitive
Advantage
By using Corporate
Citizenship and Foundation
assets to identify social
problems that intersect with
the business, Tufts Health
Plan can create solutions
with measurable business
value. This will differentiate
Tufts Health Plan as an
innovator committed to the
health of communities
where we do business.
Superior
Business/People
Returns
Vision 2020 is realized making
Tufts Health Plan and
Foundation a model in the
country.
*Market Benefits
(differentiation, enhanced
position, new market
opportunities)
*HR Benefits (increased
employee engagement,
reduced turnover and training
costs)
*Company Pride
Greater Impact
*Partnering on issues that
are relevant to our business
will lead to positive impact
and deeper relationships
with community,
employees, customers and
members
*Responsive investments in
our communities align for
greater business and social
returns
Winning Proposition
Aligned/leveraged resources will achieve transformational results.
This will occur through collaborations, public/private partnerships, and authentic
engagement on community issues and outcomes internally and externally.