IBM 2006 Corporate Responsibility Report: Collaboration That Matters

cyan mag yelo black MAC Collaboration That Matters IBM 2006 Corporate Responsibility Report cyan mag yelo black MAC cyan mag yelo black CG11 MAC Letter from the Chairman Within IBM, with our clients and in communities around the world, we have seen the power of collaborative innovation to solve our toughest problems. Over the past several years, we have transformed our company—from our portfolio to our management systems, from our products and services to our culture and policies—with one goal in mind: to make IBM the “innovators’ innovator.” For IBMers, this has a very specific meaning: it’s not about being the world’s most “innovative” company (though our patent records would argue that we are). Rather, it’s about becoming the ideal partner to make our clients, our partners and our communities into world‑class innovators. IBMers collaborate every day with their 330,000 colleagues…with growing networks of clients, advocates, experts and peers…and with our neighbors, local organizations and millions of people they have never met and never will meet. This is simply how business is done in a globally integrating economy. But it’s also how society itself is evolving in an increasingly “flat” world. And the points of contact, impact and collaboration between a business and its broader ecosystem are both multiplying and deepening daily. cyan mag yelo black MAC Samuel J. Palmisano visits with IBM employees in Bangalore, India cyan mag yelo black MAC Obviously, for any given company, this involves far more than “giving back to the community.” We might think of this new approach as “collaborative citizenship”— and the accounts in this report of how IBMers demonstrate it are varied and inspiring. Some have to do with creating new technology, some with new business and societal models. Some are focused on organizational culture and management systems, some on public policy. IBMers are partnering with neighbors on issues that live at the local level, and with broad societal ecosystems on problems and opportunities that are truly global in scope. In all this work, we use in the not‑for‑profit world the same collaborative approach that we bring to business. Together with our partners, IBMers are spawning new ways to combat poverty and infectious disease…to transform education, and bring its benefits to the displaced and dispossessed…to secure the world’s trade lanes and electronic commerce…and to enable our joint stewardship of a fragile planet. All of the stories here reveal two consistent characteristics. First, IBMers do not simply invent technologies or products, they innovate models, policies and solutions. Second, they do so not in isolation, but by working shoulder‑to‑shoulder to enhance and transform civil society, to develop innovative approaches to corporate responsibility—and to reimagine the process of collaboration itself. From World Community Grid, to our Global Innovation Outlook, to HabitatJam, to On Demand Community, to our Global Pandemic Initiative, to our work with the open source community and more, our people are building broad industry, business and societal ecosystems that draw upon the “wisdom of crowds” to accelerate progressive change —for our company, and for the world. Samuel J. Palmisano Chairman, President and Chief Executive Officer cyan mag yelo black MAC OuR company Today, there are billions of people doing their part to shape our planet’s future, and not one of them is doing it on his own. Government officials. Corporate leaders. Educators. Even concerned citizens in developing countries. The innovators of 21st‑century business and society are of every stripe. Thanks to technology, people are finding collaborators all around the world in circles they might never otherwise have explored. And as companies rapidly spread their global reach, they gain greater access to resources, people and communities long closed off. With this greater access comes a greater responsibility—to find new and lasting solutions to the world’s most vexing problems. At IBM, we are meeting this challenge with the help of our many collaborators: The hundreds of millions of people across our rapidly integrating world. The millions of partners, experts and specialists outside our company. The 330,000 IBMers around the world. _ cyan mag yelo black MAC Global Collaboration 06 With Educators 08 KidSmart Reading Companion Extreme Blue Transition to Teaching Among Volunteers 18 World Community Grid On Demand Community Across Open networks 22 HabitatJam Open Source Computing Toward Environmental Stewardship 24 Product Stewardship Pollution Prevention Chemical use and Management Increasing Water Conservation Climate Protection Environmental Investment and Return Expert Collaboration 36 In Business 39 Global Innovation Outlook Global Leadership network Center for Human Capability For Healthcare Reform 43 Transforming Healthcare Personal Health Records Global Pandemic Initiative With Memorial Sloan‑Kettering For Progressive Policy 47 Genetic non‑discrimination Policy Benefits Supply Chain Supplier Diversity Company Collaboration 56 For Greater Inclusion 58 Workforce Diversity Accessibility To Enhance Learning and Collaboration 66 Learning and Opportunity Blogging For Values and Governance 68 Managing by Values Business Controls Corporate Profile Key Performance Indicators cyan mag yelo black MAC Global Collaboration IBMers are building innovation partnerships both intimate and vast in scope—from shoulder‑to‑shoulder collaboration with our neighbors and communities, to net‑based breakthroughs that reach out to millions, leveraging the “wisdom of crowds” on a global scale. cyan mag yelo black MAC More than 450,000 PCs and 210,000 people in 191 countries have completed the equivalent of 60,000 years of humanitarian research. 75,000 current and retired IBMers have volunteered 3.7 million community service hours in 80 countries. 25,000 slum dwellers from India, Kenya, Senegal, the Philippines and nigeria shared their real‑world views on urban reform in a global online “jam” with thousands of urban experts, government officials and business leaders from 194 countries. cyan mag yelo black CG11 MAC GLOBAL COLLABORATIOn With Educators Worldwide education is a top priority for IBM. Whether we’re helping children and adults learn to read, or master’s candidates find their strides, we recognize that one person’s education has lasting effects on the global community. KidSmart Begun in 1998 as a pilot program in a few u.S. communities, Working with educators and governments to benefit young IBM’s KidSmart Early Learning Program now operates in children and society 57 countries, reaching tens of thousands of teachers and millions of students. KidSmart now serves as a vital component of Improving public school education worldwide is IBM’s top education reform initiatives throughout north America, the social priority. KidSmart is among several IBM global initiatives Middle East, Europe, Latin America and Asia. that bring innovative technology to the crucial work of raising At the heart of its success is one undeniable fact: young achievement in schools. To date, IBM has donated more than children love to learn. Indeed, they are determined to learn. 32,000 young Explorer learning centers in partnership with IBM’s KidSmart program provides educational technology schools and early‑learning organizations in the united States designed specifically to advance the skills young children need and ministries of education abroad to ensure that high‑quality to thrive in school. But simply donating computers to schools is teacher training is a key part of the program. Children enjoying the KidSmart kiosk in their classroom in the United Arab Emirates with H.E. Dr. Hanif Hassan Ali, Minister of Education, United Arab Emirates _ cyan mag yelo black CG11 MAC IBM 2006 corporate responsibility report not enough. IBM’s program also includes training for teachers, Featured in educational symposiums in Europe and Asia, enabling them to effectively weave technology into the early‑ KidSmart has also been the subject of independent studies in learning classroom, as well as a Web site in multiple languages the united States, in six European countries, in Australia and in to help parents guide their children’s use of technology. Latin America. The studies all conclude that the IBM program During the summer of 2006, 1,500 disadvantaged children leads to substantial improvements in teaching and learning, and living in remote villages in India attended camps operating in that teachers participating in KidSmart are more confident in their 34 IBM KidSmart centers. Some of the children had never approach to using computers in their classrooms. attended a regular school and most had never seen a computer— In the Asian‑Pacific countries of Australia, China, Japan certainly none like the ones they were about to discover. using and Singapore, IBM has focused its KidSmart donations on the colorful young Explorer workstations, specially designed for early‑childhood centers and kindergartens for children with young children, the children learned concepts in math, science disabilities. In China, KidSmart has expanded to every province, and language while gaining new technology skills. They are including Tibet. Many Asian‑Pacific countries now sponsor now among the growing numbers of children worldwide who annual KidSmart teacher conferences to provide professional are proving that appropriate technology, combined with development for teachers and encourage the sharing of best professional development,

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