Thank You, Sponsor

1. Thank You, Sponsor!

2. New Leaders/ New Groups Track: Structure a Business Plan that Measures your ERG�s Effectiveness Moderator: Brian Sorge / Managing Director / Jennifer Brown Consulting Presenters: Chuck Stephens / Senior Associate, Diversity & Inclusion / Booz Allen Hamilton Stephan Klaschka / Director, Head of Clinical Applications Support & Co-Chair, NxGen ERG/ Boehringer Ingelheim Pharmaceuticals

3. ERGs are developed based on the specific and many time current needs of a certain sub-group of an employee population � at least to start out. When we consider the various needs and subsequent strategies that tend to evolve with most ERGs, they fall into a couple of key areas. Two key areas of focus tend to be: related to employee support and engagement, and those activities that can have a direct impact of on the organizational goals and objectives�for many, these are the business needs. This duality tends to mirror the general needs that we have experienced from D&I in general. We are continually looking to balance the need to have diversity and the need to fully leverage that diversity through inclusion�.when we have too much of one or the other or too little�the overall goals of increased performance�effectiveness is compromised. When developing a robust ERG strategy, we have all heard of the need to connect to and link with the org./bus. objectives. First identify the company�s overall D+I strategy. What does it encompass? Who are the key players � HR; Recruitment; Business Units? Next, look at overarching ERG goals and objectives across all ERGs. Fully understanding the current activities, needs and direction of existing ERGs is critical. From there, you are poised to develop an ERG strategy based on your specific needs � balanced both with employee and business objectives. These objectives are also aligned with your previously identified D+I and the cross-ERG strategy. At this point, you can align your ERG to BOTH group needs and business needs. � Don�t be afraid to incrementally push the D&I agenda for the organization. Although top-down support, best practices show organic bottom-up motivated change can be very effective to overcome the emotional barriers that accompany D&IERGs are developed based on the specific and many time current needs of a certain sub-group of an employee population � at least to start out. When we consider the various needs and subsequent strategies that tend to evolve with most ERGs, they fall into a couple of key areas. Two key areas of focus tend to be: related to employee support and engagement, and those activities that can have a direct impact of on the organizational goals and objectives�for many, these are the business needs. This duality tends to mirror the general needs that we have experienced from D&I in general. We are continually looking to balance the need to have diversity and the need to fully leverage that diversity through inclusion�.when we have too much of one or the other or too little�the overall goals of increased performance�effectiveness is compromised. When developing a robust ERG strategy, we have all heard of the need to connect to and link with the org./bus. objectives. First identify the company�s overall D+I strategy. What does it encompass? Who are the key players � HR; Recruitment; Business Units? Next, look at overarching ERG goals and objectives across all ERGs. Fully understanding the current activities, needs and direction of existing ERGs is critical. From there, you are poised to develop an ERG strategy based on your specific needs � balanced both with employee and business objectives. These objectives are also aligned with your previously identified D+I and the cross-ERG strategy. At this point, you can align your ERG to BOTH group needs and business needs. � Don�t be afraid to incrementally push the D&I agenda for the organization. Although top-down support, best practices show organic bottom-up motivated change can be very effective to overcome the emotional barriers that accompany D&I

4. Defining ERG Effectiveness Level 1: Activity-Based Level 2: Isolated Goals Identified and Achieved Level 3: Change Occurs Level 4: Business Impacts Identified and Achieved Level 5: ROI is Demonstrated Level � 1 Activity Based � Can be number of events, counting attendance, etc. Level 2: Isolated Goals Identified and Achieved � for activities, attendees have key take-always, feedback is positive, awareness is increased, etc. Level 3: Change Occurs � More global goals and objectives are identified and achieved, e.g. increase in diverse population recruiting activities - Identified organizational changes occur: increased awareness is measured Level 4: Business Impacts Identified and Achieved � Increase in market share, increase in retention of diverse employees, (in all employees) Level 5: ROI � ERG investment is demonstrated as responsible for business impacts Level � 1 Activity Based � Can be number of events, counting attendance, etc. Level 2: Isolated Goals Identified and Achieved � for activities, attendees have key take-always, feedback is positive, awareness is increased, etc. Level 3: Change Occurs � More global goals and objectives are identified and achieved, e.g. increase in diverse population recruiting activities - Identified organizational changes occur: increased awareness is measured Level 4: Business Impacts Identified and Achieved � Increase in market share, increase in retention of diverse employees, (in all employees) Level 5: ROI � ERG investment is demonstrated as responsible for business impacts

5. There are different ways to measure the effectiveness and success of different types of activities, events, programs and business engagement opportunities. Different organizations tend to focus on different things � but there is a wealth of opportunity for business engagement and measuring ERG progress.There are different ways to measure the effectiveness and success of different types of activities, events, programs and business engagement opportunities. Different organizations tend to focus on different things � but there is a wealth of opportunity for business engagement and measuring ERG progress.

6. Identifying a Strategy Framework or Structure Focus on incremental development vs. current and future state Five-level maturity models have demonstrated success Link to and/or mirror existing organizational models Important to distinguish ERG organizational capabilities from ERG Leader and Sponsor capabilities Look to identify strategic business goals and objectives that align with ERG developmental phases

7. Discuss Framework�identify real examples in the room, demonstrate the linkage of strategy and actions to movement to next level of development to achieve strategic goals and objectives. 1. Helps reduce stand-alone activities that may not support overall ERG goals and objectives (Mission/Vision, etc.) 2. Drives the need to identify overall goals and objectives for activities, providing greater focus and increased quality 3. Can demonstrate transparency for ERGs, process, goals, current state or stage, etc.Discuss Framework�identify real examples in the room, demonstrate the linkage of strategy and actions to movement to next level of development to achieve strategic goals and objectives. 1. Helps reduce stand-alone activities that may not support overall ERG goals and objectives (Mission/Vision, etc.) 2. Drives the need to identify overall goals and objectives for activities, providing greater focus and increased quality 3. Can demonstrate transparency for ERGs, process, goals, current state or stage, etc.

9. Human Pharmaceuticals and Animal Health Founded 1885 in Ingelheim, Germany 125-year old global company committed to improving the lives of patients and their families Boehringer Ingelheim Corporation: 41,500 employees worldwide Operating with 142 affiliated companies in 50 countries Net sales U.S. 17.7 billion dollars in 2009 Products marketed in some 152 countries

10. NxGen ERG Office of Diversity, Inclusion & Engagement governs all seven ERGs Provides framework, executive sponsors, basic funding ERGs are employee driven, �grass-roots� Next Generation at the workplace (NxGen) Focusing on understanding and leveraging generational dimensions Includes all employees NxGen has 260+ �followers� to date Achieve ERG goals through project (7 active to date) Read the NxGen case study in NALC Handbook!

11. Steps to NxGen Establish a business case for having the ERG Seek executive stakeholders for support and funding Develop a project strategy for the ERG Build a project portfolio and develop a project pipeline Projects as business cases aligned with business strategy Measurable results and professional project management Communicate openly and transparently �What�s in it for me?� � member, recruit, sponsor, ERGs Build trust and dare to reach out unconventionally [1] Allow for errors, learn from them and have fun! ?

12. How do we do? Stakeholder Testimonial �The consistent support, positive attitude, and time that you and your colleagues dedicate to projects such as the (XYZ) initiative, are not only appreciated, but will contribute to a new era of collaboration and community development within Boehringer Ingelheim� John Yonsky, Associate Director, Online and Internal Communications

13. �If you want to build a ship, don't drum up people to collect wood and don't assign them tasks and work, but rather teach them to long for theendless immensity of the sea.� - Antoine De Saint-Exupery

14. How to start? Build business case ? get executive buy-in! Work with company governance body (if exists) Convince by addressing key questions: How can NxGen help the company understand the needs of different workplace generations? How does NxGen help the businesses of BI? (external focus ? marketplace) How can NxGen ERG help increase productivity? (internal focus ? workplace) What is needed for ERG to feel engaged, valued?

15. Project Strategy Professional project management Measurable results build credibility ? pipeline Business manager as project sponsor ? $$ Focus on a few projects with High need in the organization ? meaningful High visibility, fast completion ? impact ERG as sounding board for management Build a strong support base (�followers�) Transparent and open communication

16. BACKUP SLIDES

17. Office of Diversity, Inclusion&Engagement: Organizational Structure

18. How we�re doing: The ODI&E

19. ERG Governance Governed by the HR Office of Diversity, Inclusion& Engagement Nancy Di Dia, Chief Diversity Officer Part of the company's diversity and business strategy Follow clear set of rules for ERGs Have an executive sponsor Receive company funding

20. What is needed for an ERG? Around intrinsic diversity dimensions Support diversity, inclusion, business objectives Promote networking, mentoring, coaching, community outreach Inclusive Open to all employees; can�t oppose other ERG Transparent No political or lobbying activities, no hidden agendas Compliant Abide company policies and procedures ERG ground rules (from: Criteria to Form an Employee Resource Group (WebBI, 03Apr2009)(from: Criteria to Form an Employee Resource Group (WebBI, 03Apr2009)

21. Why a �Gen� ERG? Demography changes society and the workplace Four generations work together in different ways Communication, networking, collaboration, expectations Increasingly distributed workforce Results-oriented, virtual, rely on technology Prevent the baby-boomer �brain-drain� GenY outnumbers GenX by 50% Make a change, involved in decision-making

22. Demographic Change

23. NxGen Mission Next Generation at the Workplace ERG leverages generational differences and similarities for professional growth opportunities and inclusion within Boehringer Ingelheim�s workplace and marketplace. NxGen is inclusive to all employees

24. NxGen Overview Kick-off event in October 2009 NxGen �followers� to date: 260+ Organization Chair, two co-chairs, executive sponsor Core team of 12 meets monthly as an open forum to set strategy and coordinate project teams Focus on projects as business cases ERG goals in an annual business plan Active projects to date: 7

25. Project Portfolio Build portfolio and develop a project pipeline Align projects with the business strategy Such as Financial, Operational, People, Marketplace excellence Project mix to attracts different personalities and interests Communicate benefits Make it a win/win for company and employee Recruit active staff to execute projects!

26. Aligned Portfolio

27. Project Initiation Build a business case Demonstrate business need with success metrics Appoint a passionate project manager Guide with a framework of questions Provide guidance and support Distinguish �novelty� from true �innovation� Work with sponsor to prepare organization Establish regular report to core team Delegate and don�t take the work back

28. Project Outline

29. �ABCD� Reports