Building Value through People, Ethics and Diversity

1. Building Value through People, • Ethics and • Diversity

2. The HCC philosophy: People are the Center Point • Your people can be a unique asset in differentiating your brand through their: • Skills • Diversity • Perspective • Potential • Behavior Premier companies and organizations know the value of developing and sharing best practices on staffing, diversity and ethics.

3. We help HR achieve success by... • Targeting your human capital points of business advantage • Characterizing human capital a strength within your organization • Leveraging human capital with your clients, customers, shareholders & key stakeholders • Building market strength through an enhanced reputation Our extensive background in human capital issues and communications has made a difference for PricewaterhouseCoopers, Waste Management, Brookdale Senior Living, Marquette University and other Fortune-ranked companies.

4. . . . and by keeping an eye on ROI • Media Outreach • National, professional, business, trade & local • Corporate Award Programs • Gaining strategically sound recognition internally and externally • Human Capital Platforms • The right venues and messages for your leaders • Message Integration • Creating sound key messages wherever, whenever you talk to customers, employees and key stakeholders We use the attributes of human capital – your leaders and employees – to position your company for advantage in today’s competitive and increasingly more global business marketplace.

5. There’s a lot at stake: Research over the years reveals much • On average, companies that did a better job of attracting, developing, and retaining highly talented managers earned a 22% higher return for shareholders (“War for Talent,” McKinsey & Co., 2006) • For market-leading companies, a significant improvement in communication effectiveness is associated with nearly a 30% increase in market value (“Connecting Organizational Communications to Financial Performance,” Watson Wyatt, 2004) • Companies that communicate effectively command a 19.4% higher market premium than companies that do not (“Communication ROI Study, Watson Wyatt, 2005) And yet a gap exists … • 40% of workers feel disconnected from their employers (“Job Satisfaction Falling”, Conference Board, 2005) The evidence supports that high-performing companies create an effective communications-driven culture that syncs with strategic intent.

6. Our collaborative approach: Issues our clients have faced • Improving employee recruitment & retention • Promoting “best places to work” • Validating diversity initiatives • Addressing how diversity increases potential • Building a post-merger culture • Engaging employees to re-define the company • Sharing market leadership • Using the Internet to tell an important story • Communicating in a targeted way • Influencing an “inside” audience with the “outside” perspective • Taking credit by winning recognition • Creating cost-effective awareness through media relations These are some of the issues that have kept our clients awake at night. What leadership initiatives do you need to take this year?

7. Case StudyMaximizing opportunities from awards Challenge: Win award and use it for advantage in a tough market for premier talent. Opportunity: Leverage PwC’s recognition as one of Working Mothers “Top 10 Best Places To Work.” Results: Reduced recruitment & retention expenses by increasing awareness through more than 25 million media impressions. Targeted media in local key markets where this issue was most acute, including San Francisco, New York, Chicago, Boston, Atlanta, North Carolina, Minneapolis, Maryland, Texas, Orange County and New Jersey.

8. Case StudyBuilding employee brand support Challenge: Brookdale Senior Living needed to forge a new identity in the aftermath of a merger. Opportunity:Work with management from both companies to determine brand attributes for the merged company by soliciting input from inside the company, as well as from potential clients. Results:Following a series of focus groups (8 external in four major markets & 4 employee groups across all geographies) the following was accomplished: • A new corporate identity selected • Brand elements codified • Target audiences determined • Most importantly, employees were part of the process and became emotionally vested in the success of the “new company.”

9. Case StudyUsing the Internet for positive positioning Challenge:Establish our client’s leadership in diversity initiatives (and consulting) through the most cost-effective means. Opportunity:Create and share a library of content available to diversity executives via a company-sponsored Website. Results:This award-winning Website, promoting PwC’s Diversity Initiatives, positively increased perceptions among targeted “new hire” audiences. Also compressed sales cycle for nascent Diversity Practice.

10. Case StudyTurning key audiences “outside-in” Risky Lessons From Judo & Fast Cars by Sarah Murray When Ed Machir became a partner at PricewaterhouseCoopers he hardly imagined himself being challenged by a judo black belt. Nor did Ann Thornburg, another partner, expect to find herself working on solving a murder mystery. Challenge: Realize company’s full potential following a lengthy and complicated merger of equals. Opportunity: Unite leadership thru “third party” validation of comprehensive, ground-breaking learning & education initiative designed to bring senior management together. Results: Developed Financial Times feature that objectively positioned company as a leader in the professional services industry, raised partners’ perceptions on merger success by more than 10%.

11. Case StudyBuilding awareness/Changing behaviors Challenge: Gain recognition of leadership role in employing women and minorities with those same audiences. Opportunity: Develop a series of ghostwritten articles for leadership positioning on a range of diversity & ethics issues. Results: Stories appeared in targeted national business publications to measurably underscore the firm’s commitment to the critical audiences (women & minorities).

12. Case StudyLeveraging diversity for brand support Challenge: Extend Waste Management’s (WM) corporate diversity reputation proactively for lasting market and brand advantage. Opportunity: Create “high-intensity credibility” around WM diversity with strategically valued audiences through uniquely available media. Results: Determined that the“soul of a company” story, based on WM’s diversity philosophy and practices, could best be told in Diversity Journal to achieve the following: • Validate strategic direction with financial audiences. • Prove viable brand differentiation with institutional and individual customers. • Build “common ground” credibility with managers, employees & other internal groups. • Create visibility with core regulatory audiences. • Attract and retain high-potential people. • Motivate supply chain improvements.

13. Winning client satisfaction We have been recognized consistently for our award-winning client work.

14. Our approach • We are accomplished communication professionals who partner with Human Resources, not vice versa. • We collaborate transparently with in-house communication resources, brand directives and corporate strategies. • We are a virtual organization of like-minded talents, custom-sizing teams to needs. Our team provides complete and absolute communications focus on your HR objectives through the combination of 40 years corporate strategic involvement. As needed, we apply Web & graphic design, media planning, original and secondary research, best practices application and material creation.

15. Talk to us Our mission is to passionately pursue human capital communications excellence while achieving high levels of client service through the energetic development and delivery of elegant, enduring and measurable business solutions. Michael Beightol 847.277.7353 mbeightol@coyotemarsh.com Ray Lewis 847.205.0072 ray2lewis@aol.com