Creating Opportunities for Leadership Development

3. Cathy Dixon-Kheir PresidentDixon Learning Designs LLCModerator

4. Agenda Welcome Today’s Learning and Dialogue Process Panel Discussions Learning from The Ford Motor Company Learning from Wachovia Coaching ERN Leadership Challenges Putting It Into Action

5. Experts And Coaches

6. Leadership Development Susan S. Brennan Director, Manufacturing Ford Motor Company North America Operations

7. Education Bachelor’s degree in microbiology (University of Illinois) Master’s Business Administration (University of Nebraska) Career History Douglas and Lomason Environmental and Safety M.D. Anderson Hospital Chemical and biological researcher Hoesht-Celanase Pharmaceutical researcher Ford Motor Company Edison Plant Wayne Assembly Director for several plants (Wixom, Michigan Truck, Wayne Assembly, Twin Cities Assembly Plant Director of Manufacturing Business Office (2006) 2006 Automotive News “100 Leading Women in the North America Auto Industry” Background Review your career pathsReview your career paths

8. Ford Motor Company Employee Resource Groups:

9. History In 1996 Women in Finance began a corporate resource group. In 1998, other groups expressed an interest in forming PWN is established as an Employee Resource Group in 1998 …and is now the “umbrella” for Women in…Affiliates. PWN serves as the window to senior management for the Affiliate groups

11. PWN Vision: Our vision is to be the driving force for Ford Motor Company that attracts, develops and retains all female employees and customers, making us the best place to work and the best place to buy. PWN Goals Culture Growth

12. PWN Goals: Culture Be instrumental in developing and testing actions that will positively impact our culture, so that we can more effectively attract, develop and retain female employees. 2006 / 2007 Successes Actions for retaining and developing women Micro Messaging Workshop and Tool Kit PWN Culture Survey Leadership In Drive Series Single Point Lessons Retention Tool Kit for supervisors Stepping Into The Future: Third Leadership Summit

13. PWN Goals: Growth Launch PWN structure while maintaining and learning from PWN affiliates that are running well. Evolve to a process-driven Employee Resource Group 2006 / 2007 Successes Case for Change Communication Document Success of PWN and Affiliates Scorecard Benchmark Affiliate groups Best Practices Replication across groups Benchmark external companies

14. Scorecard Example Susan: In 2006, we made progress toward our objectives through the following actions: Case for Change: 2006 - Created a communication document to explain why improving retention of women and improving appeal of Ford brand to women is a good business strategy. Began rollout to Executive OCMs. 2007 – Revitalize Case for Change. We still agree with the concept; however, the data is stale. Success of PWN and Affiliates Scorecard: 2006: Initial development of process, metrics and communication plan for monitoring strength and success of affiliate groups and PWN. Examples of metrics include: Participants in Affiliate and PWN groups/activities – in process Number of Events driven by Resource Groups – Percent members in attendance PULSE/Employee Engagement question regarding the Value of Resource Groups 2007: Revitalize the Scorecard 3. Internal Benchmark of Affiliate Groups 2006 - Benchmarked existing PWN affiliates identifying best practices and developed a process to implement across all affiliates. WIM in a Box as a good example. Established operating procedures and link to affiliates for PWN Steering Committee 2007 – Continue internal benchmarking External Benchmarking 2006 – We were looking to Benchmark IBM/DCX “case for change” and understand how they implemented it as a business strategy. This was put on hold in 2006. 2007 – We need to resurrect the external benchmarking Key Take-away: we will continue making progress against these very same actions in 2007!Susan: In 2006, we made progress toward our objectives through the following actions: Case for Change: 2006 - Created a communication document to explain why improving retention of women and improving appeal of Ford brand to women is a good business strategy. Began rollout to Executive OCMs. 2007 – Revitalize Case for Change. We still agree with the concept; however, the data is stale. Success of PWN and Affiliates Scorecard: 2006: Initial development of process, metrics and communication plan for monitoring strength and success of affiliate groups and PWN. Examples of metrics include: Participants in Affiliate and PWN groups/activities – in process Number of Events driven by Resource Groups – Percent members in attendance PULSE/Employee Engagement question regarding the Value of Resource Groups 2007: Revitalize the Scorecard 3. Internal Benchmark of Affiliate Groups 2006 - Benchmarked existing PWN affiliates identifying best practices and developed a process to implement across all affiliates. WIM in a Box as a good example. Established operating procedures and link to affiliates for PWN Steering Committee 2007 – Continue internal benchmarking External Benchmarking 2006 – We were looking to Benchmark IBM/DCX “case for change” and understand how they implemented it as a business strategy. This was put on hold in 2006. 2007 – We need to resurrect the external benchmarking Key Take-away: we will continue making progress against these very same actions in 2007!

15. Featured: 2007 Affiliate Best Practice Women in Finance: Survival in the Corporate World Sponsored Golf for WIF Three golf clinics “Nine & Dine” Golf Scramble Benefits: Learn basic golf skills Increased networking opportunities Increase skills and confidence to integrate into other golf events Kiersten: Women In Finance conducted a member survey and found that their members felt they were missing out on golf networking opportunities because they didn’t know enough about the game. The WIF Event Committee planned 3 golf clinics and a beginner-friendly golf scramble for members to help them build skills and confidence The event was a tremendous hit with the members. Members were able to learn basic golf skills, others brushed up on their skills, and all were able to build confidence in a non-threatening environment They had over 35 people participateKiersten: Women In Finance conducted a member survey and found that their members felt they were missing out on golf networking opportunities because they didn’t know enough about the game. The WIF Event Committee planned 3 golf clinics and a beginner-friendly golf scramble for members to help them build skills and confidence The event was a tremendous hit with the members. Members were able to learn basic golf skills, others brushed up on their skills, and all were able to build confidence in a non-threatening environment They had over 35 people participate

16. PWN Membership Membership in PWN is open to ALL employees of Ford Motor Company or agency employees working at Ford globally No official membership application required

17. PWN Website Explore the PWN website for more detail: http://www.dearborn.ford.com/divwl/pwn/index.html

18. A PWN Affiliate Organization Overview

19. Describe Hub & Spoke chart We are a central organization with touch points in each affiliates organization. Describe Hub & Spoke chart We are a central organization with touch points in each affiliates organization.

25. 2006 Focus: Career Development and Leadership Launched Career Tune-Up Series Kick-off Event with Anne Stevens and other panelist Leadership Development Employee Profile (LDEP) Sessions Core Skills/Competencies Personal Marketing Handling the Tough Issues Leadership Techniques Overhaul Annual Year End Event – “Pulling All Together” Katherine Legge – Breaking Barriers 2007 Focus: Navigating Cultural Change Kick-off Event with Mark Fields and other panelist Continued Mentoring / Mentee Matching Restructuring of WIM Subcommittees Lunch and Learns with Senior Leadership on the Changing Cultures of: Product Design Environmental Marketing and Sales

26. Plant Liaison Subcommittee Single Point Lessons on leadership and personal development Health Chart for Plant Liaison committee, replicated by PWN WIM in a Box Customer Driven Annual Focus 2006 - Career Tune Up Series 2007 - Navigating Cultural Change 2008 - Change, Culture, Growth - One team, One plan, One goal WIM Best Practices Our efforts and accomplishments have led to several best practices recognized throughout the company. The Plant Liaison Committee expanded in 2006, adding 3 affiliates (check w/Karen) The SPL’s were distributed through the Professional Women’s Network and made available to the total membership A health chart to track the performance of our goals was implemented by WIM, and is being adopted by PWN to be used by all affiliates. WIM in a Box was nominated as a Best Practice in 2006 for the Diversity of Worklife Awards. The annual process that WIM has developed to focus our efforts lead to the 2006 theme of Career Tune Up, and more recently to our current theme of Navigating Cultural Change. We are a customer driven group and want to hear from you during this session. I will be facilitating the Q&A session. There are index cards available to you so please write down your questions for Mark Fields and the panelist and we will collect them throughout the morning. (INTRO JILL PLAVCAN) Our efforts and accomplishments have led to several best practices recognized throughout the company. The Plant Liaison Committee expanded in 2006, adding 3 affiliates (check w/Karen) The SPL’s were distributed through the Professional Women’s Network and made available to the total membership A health chart to track the performance of our goals was implemented by WIM, and is being adopted by PWN to be used by all affiliates. WIM in a Box was nominated as a Best Practice in 2006 for the Diversity of Worklife Awards. The annual process that WIM has developed to focus our efforts lead to the 2006 theme of Career Tune Up, and more recently to our current theme of Navigating Cultural Change. We are a customer driven group and want to hear from you during this session. I will be facilitating the Q&A session. There are index cards available to you so please write down your questions for Mark Fields and the panelist and we will collect them throughout the morning. (INTRO JILL PLAVCAN)

27. 2006/07 WIM Challenge: The people that could benefit the most from WIM are located in the plants across North America In today’s resource constrained environment, we had to develop a process and team to be effective in reaching multiple people in various locations on a consistent basis The Result: A WIM sub-committee was established (Plant Liaison) to engage the plants and to serve the needs of people in manufacturing environments. WIM In a Box was created to help facilitate the start-up & sustainability of affiliate WIM organizations at the plants.

33. Summary PWN is an employee Resource Group that is open to ALL Ford Motor Company employees and agency employees working at FMC The vision is to attract, develop and retain all female employees and customers, making Ford Motor Company the best place to work and the best place to buy, by providing the right culture PWN is driven to make a positive impact on our company culture PWN and it’s affiliates are working together to grow our organizations

34. Leadership Development Susan S. Brennan Director, Manufacturing Ford Motor Company North America Operations

35. Employee Resource Networks: Developing Diverse Leaders NALC Conference, Washington D.C. November 2, 2007 Steve Larson, SVP Diversity, Engagement and Inclusion

36. Vision In a review of its Diversity landscape, Wachovia identified Employee Resource Networks (ERNs) as an asset which could be leveraged to: Contribute to full employee engagement and development Realize high impact business opportunities Integrate diversity deeper through the organization Promote Wachovia as Employer of Choice, Brand of Choice, and Neighbor of Choice.

37. Value Proposition for ERNs

42. 5 Key Strategies for Best in Class ERNs The Office of Diversity Integration (ODI) has responsibility for the Strategic ERN Model and ongoing governance of the ERNs. ODI, under the ERN Program Director, provides oversight for all ERN activities, actions and performance. ERN activities will be governed by an annual business plan focused on the five Strategic Business Initiatives of the value proposition. The ERN Leadership and Executive Advisors will receive formal orientation, development and training to successfully deliver results on the business plan. ERN leadership roles and responsibilities will be integrated in performance planning and review for the individuals. The Enterprise ERN Council (a new entity) is the key liaison between the networks and the CEO/Corporate Leadership, focusing on issues that are common to all identity groups, ensuring consistent performance across groups and supporting corporate-wide business imperatives. Each ERN and its regional chapters will be established through a formal process, including approval of a Team Charter and Operating Agreements. The Group Level Steering Committee, consisting of the officers and executive advisors of the ERN and each of its regional chapters, is the primary governing body for each network. The Model provides a clear framework and a mechanism for assuring that all networks have consistent, effective leaders, with clearly defined roles and responsibilities and lines of accountability. Dual Executive Advisors act as partners to the ERN Leadership and each other by contributing their management expertise and direction to the network. The networks build partnerships with key Wachovia business units as part of their business contribution under the Value Proposition. These relationships are established and managed through formal Partnership Agreements. Progress is reported and performance is regularly reviewed by the ERN Program Director, who in turn provides regular updates to the HRCR Leadership, the CEO and the Corporate Diversity Council. The Office of Diversity Integration (ODI) has responsibility for the Strategic ERN Model and ongoing governance of the ERNs. ODI, under the ERN Program Director, provides oversight for all ERN activities, actions and performance. ERN activities will be governed by an annual business plan focused on the five Strategic Business Initiatives of the value proposition. The ERN Leadership and Executive Advisors will receive formal orientation, development and training to successfully deliver results on the business plan. ERN leadership roles and responsibilities will be integrated in performance planning and review for the individuals. The Enterprise ERN Council (a new entity) is the key liaison between the networks and the CEO/Corporate Leadership, focusing on issues that are common to all identity groups, ensuring consistent performance across groups and supporting corporate-wide business imperatives. Each ERN and its regional chapters will be established through a formal process, including approval of a Team Charter and Operating Agreements. The Group Level Steering Committee, consisting of the officers and executive advisors of the ERN and each of its regional chapters, is the primary governing body for each network. The Model provides a clear framework and a mechanism for assuring that all networks have consistent, effective leaders, with clearly defined roles and responsibilities and lines of accountability. Dual Executive Advisors act as partners to the ERN Leadership and each other by contributing their management expertise and direction to the network. The networks build partnerships with key Wachovia business units as part of their business contribution under the Value Proposition. These relationships are established and managed through formal Partnership Agreements. Progress is reported and performance is regularly reviewed by the ERN Program Director, who in turn provides regular updates to the HRCR Leadership, the CEO and the Corporate Diversity Council.

43. ERNs: An “Engine” for Developing Diverse Leaders

45. ERN Leader Competencies and Accountabilities Key Competencies Think strategically and look beyond the immediate task Demonstrate understanding of Wachovia’s Diversity philosophy and approach Effectively Communicate the ERN Value Proposition Execute the business plan and deliver on the Value Proposition Lead a multicultural and multifunctional team Build rapport with Executive Advisors and other leaders across the organization. Promote understanding of the identity group’s work-life experience Accountabilities Effectively lead and manage the ERN organization Establish direction and guiding principles with team buy-in Grow and develop a participative, motivated membership across identity groups Develop and execute an annual business plan that delivers on the value proposition Build win-win strategic partnership agreements with Business and employee entities throughout the organization Collaborate with other networks to maximize resources and create value for Wachovia, its employees and customers Broaden support and drive diversity deeper through the organization Hispanic/Latino ER helped develop Spanish language customer marketing materials Hosted panel discussion to help employees and managers understand the impact of immigration reform Contributed to Hispanic/Latino customer relationship strategy Black/African American ERN Active support to source and recruit talent Hosted career skills workshops to support employee development and retention Partnered on Black/African American customer segment initiatives Partnered with the company on NAACP relationship Women’s ERN Partnered on the Women with Wachovia customer initiative Created substantial development programming for women in professional and leadership positions Independently initiated several employee engagement initiatives for women GALEA ERN Active partner on customer segment issues Partnership in sourcing and recruiting talent ALL Active support for the company’s Community Relations and employer branding efforts Act as ambassadors for the company in the communities we serve Contribute to product and customer relationship development Hispanic/Latino ER helped develop Spanish language customer marketing materials Hosted panel discussion to help employees and managers understand the impact of immigration reform Contributed to Hispanic/Latino customer relationship strategy Black/African American ERN Active support to source and recruit talent Hosted career skills workshops to support employee development and retention Partnered on Black/African American customer segment initiatives Partnered with the company on NAACP relationship Women’s ERN Partnered on the Women with Wachovia customer initiative Created substantial development programming for women in professional and leadership positions Independently initiated several employee engagement initiatives for women GALEA ERN Active partner on customer segment issues Partnership in sourcing and recruiting talent ALL Active support for the company’s Community Relations and employer branding efforts Act as ambassadors for the company in the communities we serve Contribute to product and customer relationship development

46. Targeted ERN Leader Development Gain a clear understanding of new Strategic ERN Model Learn to effectively lead/manage the ERN organization to better serve members and deliver on the Value Proposition Build effective relationships with Executive Advisors, teams and strategic partnerships across the organization Obtain thought leadership, skills, tools and processes to enhance the ERN’s performance and contributions to its members as well as Wachovia’s Business/Diversity goals Develop an ERN Team strategy and action plan to create value for network members and Wachovia Build bridges across all the networks for enterprise-wide cooperation, collaboration and contribution

47. ERN Leaders’ Voices

48. Representative ERN Contributions Hispanic/Latino ERN Helped develop Spanish language customer marketing materials Hosted panel discussion to help employees and managers understand the impact of immigration reform Contributed to Hispanic/Latino customer relationship strategy Participate national Hispanic/Latino recruiting and community partnerships Black/African American ERN Active support to source and recruit talent Hosted career skills workshops to support employee development and retention Partnered on Black/African American customer segment initiatives Partnered with the company on NAACP relationship Supported “What’s in Your Purse?” and “Where Wealth Lives” market initiatives Women’s ERN Partnered on the Women with Wachovia customer initiative Created substantial development programming for women in professional and leadership positions Independently initiated several employee engagement initiatives for women Supported the “Purses and Platforms of Power” program

49. Representative ERN Contributions (cont’d) GALEA ERN Active partner on customer segment issues Partnership in sourcing and recruiting talent Helped the company achieve a 100 score on the HRC Equality Index ALL Active support for the company’s Community Relations and employer branding efforts Act as ambassadors for the company in the communities we serve Contribute to product and customer relationship development Develop “heritage month” strategies and programs to engage employees and customers across the footprint

50. Wachovia’s Employee Resource Networks