EMC: Innovation, Passion, Success

EMC 2011 Innovation, PASSION, SUCCESS We are a leading technology company that’s driven to perform, to partner, to execute. We go about our jobs with a passion for delivering results. We lead change and change to lead. We are devoted to the advancement of our people, industry, and community. We are EMC— where information lives.

EMC TABLE OF CONTENTS 4 Chapter 1 General Information 6 Chapter 2 Hiring and Welcoming 10 Chapter 3 Inspiring 12 Chapter 4 Speaking 14 Chapter 5 Listening 20 Chapter 6 Thanking 23 Chapter 7 Developing 2 5 Chapter 8 Caring 33 Chapter 9 Celebrating 36 Chapter 10 Sharing 42 Chapter 11 Workplace Culture and Organizational Success 2

Welcome to EMC! When we ask people, “Why choose EMC as a place to work?” they tell us it is because at EMC, they get to create, innovate, solve problems, and make things happen every day. There is a rush that flows through our global community. It is our hope that this package gives you a little bit of the feeling of the energy, the pace, and the passion that is EMC. Enclosed you’ll find a DVD containing videos, employee perspectives, photos, and other supporting collateral. We invite you to view it as you read through each chapter. Our warmest regards, Polly Pearson VP, Employment Brand & Strategy Engagement EMC Corporation 3

Chapter œ GENERAL INFORMATION 1. A brief description of EMC’s primary business in lay terms. CO R P O R AT E P R O F I L E much safer. And we create data-backup software and S U P P O R T I N G C O L L AT E R A L At EMC, we create hardware suitable for home • An EMC Overview, by products and services and office computers. VP Linda Connly Our products are often invisi- • The Growing Digital Universe that help companies and ble to daily life. Yet the majority consumers store, man- of the world’s population could age, share, protect, and not go one day in their lives without their personal digital “infor- secure all of their digital mation trail” being touched by information. EMC is the some EMC innovation. Every text brand leader for this set message you send, every ATM withdrawal you make, every box of offerings, which we of cereal you buy—it all creates a refer to collectively as digital trail that EMC’s technol- “Information Infrastruc- ogy is helping to store, manage, access, and keep secure. ture.” Our product and Our corporate customers tell services portfolio, com- us that they consider EMC a bined with the vision, “promise keeper.” Our products and services are often the corner- partnerships, and, stones of their organizations’ data above all, our people, centers because information is the positions us well to lead digital heart and soul of a global enterprise today. Our people and the newest and poten- our products are known equally tially largest wave of for being trustworthy and reli- change happening in able—and they’ve both helped us achieve the honor of inclusion the IT industry today, on FORTUNE’s “World’s Most which we and others Admired Companies” list for refer to as private cloud many years. At a more personal, consumer computing. level, we take our responsibilities just as seriously. Namely, we help B R I N G I N G YO U R I N FO R MAT I O N people protect their cherished TO L I F E W I T H E MC things. After all, these days, a dig- We make information storage ital family photo, MP3 file, or products that support many busi- e-mail message can be just as ness needs. For example, our stor- important (and sometimes just as age systems and software help to irreplaceable) as the family photo process the world’s daily credit albums, treasured record collec- card transactions for major credit tions, and shoeboxes full of old card companies. We make those love letters were decades ago. ubiquitous RSA SecurID keycode Worldwide, our 43,000-strong tokens and software-based ID workforce approaches challenges authenticators that make tasks with passion and a knack for such as personal online banking delivering results that exceed 4

a customer’s expectations. We the tenets of innovation, passion, Our product and help our customers get the maxi- and success are deeply ingrained mum value from their informa- within our culture. Since 2003, services portfolio, tion—whether it’s a single digital we have invested approximately combined with the image of a newborn baby or the $19 billion in R&D and strategic credit card transactions accumu- acquisitions. Those moves added vision, partnerships, lated by a global-scale retailer “muscle” to our core capabilities and, above all, during an entire year. and extended our reach into And that’s the reason we rapidly growing new markets our people, well believe EMC will emerge as the such as cloud computing, positions EMC to top technology company of the information security, and 21st century. information intelligence. lead the newest and In 2009 alone, we garnered potentially largest FROM STARTUPS TO STA R S nearly 100 awards for products, Individual consumers, small start- services, human resources prac- wave of change ups, FORTUNE Global 500 tices, and people—among them happening in the companies from all industries, “Best Place to Work” awards in public-sector organizations—they many countries and states in the IT industry today, all use our products, solutions, U.S. in which we operate. which we and others and services. All in all, these customers comprise the world’s most G LO BA L P R ES E N C E A N D refer to as private data-dependent people and busi- CITIZENSHIP cloud computing. nesses, among them financial ser- We are committed to doing vices companies, ISPs, chain business in a socially and stores, manufacturers, hospitals, environmentally responsible biotech firms, telcos, universities, manner—we very much want EMC stock is publicly traded and is listed airlines, public-sector agencies, to be an attentive, respectful on the New York Stock Exchange under and so many, many small offices local and global neighbor. And the symbol EMC. It is a component of and homes. inside our walls, we cultivate the S&P 500 Index. EMC’s competitors and sustain a high-performance include IBM, Hewlett-Packard, Hitachi A TRADITION OF I N N OVAT I O N culture that gives all of us the Data Systems, NetApp, and numerous Our company has a long tradition chance to become a “leader at small information management and of innovation and leadership; every level.” storage companies. 5

Chapter ∑ HIRING AND WELCOMING 2a. Characteristics EMC seeks in prospective employees, aside from the skills needed to do their jobs. A DA P TA B L E , PAS S I O N AT E , winning team, and most of all, S E L F-MOT I VAT E D, who will move heaven and earth SU CC ES S - O R I E N T E D to satisfy a customer. “Throughout the hiring pro- S U P P O R T I N G C O L L AT E R A L EMC employees excel cess, I knew EMC was looking at what they do, wel- at more than my resumé. I knew • A perspective on hiring, by they valued the other skills that EMC recruiter Marie Gunning come a challenge, love would make me good at my job. innovating, and work And because of that, it’s been a best in a fast-paced, great fit...the perfect place for me to be a whole person,” says lively environment. Kimberly Brinkmeier, level-one We use behavior-based software engineer at EMC. interviewing techniques, To keep a promise to a customer or colleague—or simply to which help us evaluate meet a quarterly goal—EMCers candidates on what at all levels must exert leadership. skills they would call For instance, when we’re interviewing an engineer candidate, upon in a given situa- we want someone who’ll be able tion. But we don’t to write code, assist a customer, just measure job-role- advise a salesperson, correspond with an executive, and perhaps specific skills; we also even publish an IT thought examine a person’s leadership-style blog entry decision-making ability, about a favorite software R&D best practice. creativity, diverse per- And when we’re looking for spectives, values, ability executives, we seek people who to deliver results, and have both broad-based management experience and specific sub- ability to mesh with our ject-matter expertise. Importantly, culture. we also want someone who’ll be nimble enough to run one busi- E N E R G I Z E D A N D E M P OW E R E D ness unit today and seamlessly We are interested in eager, transition to leading another one smart people who reflect the tomorrow if needed. We look for many customers and markets senior managers with “executive we address. Those who excel presence” who are confident and at EMC are adaptable problem strategically agile, yet grounded solvers. We look for people enough to remain hands-on in who feel energized knowing daily interactions with employees that each day will serve up some- and customers. thing different—and that they and their coworkers will have to deliver creative results. We want people who are proud of their work, who love being on a 6

Kimberly Brinkmeier says, “Throughout the hiring process, I knew EMC was looking at more than my resumé. I knew they valued the other skills that would make me good at my job. And because of that, it’s been a great fit…the perfect place for me to be a whole person.” EMC Recruiter Arthur Benoit chats with a prospect at EMC’s career fair booth. We look for people who get energized knowing that each day will serve up something different—and that they and their coworkers will have to deliver creative Members of EMC’s University Relations Team pose together at a career fair. results. 7

Chapter ∑ HIRING AND WELCOMING 2b. How EMC welcomes new employees and integrates them into our culture. Joining EMC is an As of May 2010, it has approxi- exciting time, and we mately 2,000 fans and attracts hundreds of visitors daily. We S U P P O R T I N G C O L L AT E R A L welcome our new hires try to give the page a helpful feel: • A reflection of her first warmly into our EMC for example, if someone asks family from the moment about a particular job opening, days at EMC, by MLDPer, we give them the e-mail address of Rachel Rosenfeld that they accept the job. a specific EMC Human Resources recruiter so that they can reach CO N F I D E N C E B E FO R E DAY 1 out to a real person. Visitors also A big trend in new-employee wel- view photos and videos of us coming around here is happening working (and sometimes playing almost daily over the online social around), and they learn about network, TWITTER . It usually begins the people and places that make when a candidate enthusiastically up EMC. tweets, “I have an interview with Welcoming our newest employ- EMC,” or “I will soon be joining ees prior to their first day makes EMC.” Inevitably, well-wishes them eager to form relationships and welcoming comments stream and understand the inner work- in from EMCers around the ings of EMC. To feed that enthu- world. This phenomenon, though siasm upon their arrival, new fairly recent, has become practi- hires connect immediately to cally de rigueur. other employees via our internal social network, EMC|ONE (Online DA I LY O CCU R R E N C E Network of EMCers). It’s a place Some EMCers take their wel- where all of us exchange ideas comes to an even higher level. and working tips, support each For example, one of our Chicago- other, and learn how our peers based EMC Technology Consul- are doing. Dialogue flows almost tants posted a blog entry filled nonstop. The site also links new with success tips for EMC’s new employees to EMC’s professional hires. (The EMC employee com- development and training portals, munity re-tweeted his post with it connects them to mentors, and great delight.) Another employee, it even offers podcast episodes an EMC Distinguished Engineer of EMC’s culture-oriented shows. based in Massachusetts, is now With these tools, new EMCers a weekly guest blogger for the form connections with coworkers, career site, Vault.com. He writes make new friends, and learn a about EMC’s culture and whole lot about EMC. offers tips for interviewing and career management. COM PAS S, M E N TO R I N G , SOCIAL For a while now, we’ve also been G R O U P S, A N D H OT COALS using FACEBOOK to welcome new On their first day, employees hires and share information with attend our Compass New Hire the many people who access the Orientation, a face-to–face, inter- site to inquire about working here. active class about the company In 2009, we formally launched and its culture, strategic focus, a Facebook “EMC CAREERS” page. products, and services. We then 8

provide a 90-day success guide filled with online tutorials and helpful resources. EMC Sales, Marketing, Engineering, and several other organizations also run special- ized orientation programs. For instance, in Sales, a week-long onboarding program ends with new employees displaying their “I-can-do-anything” attitude and demonstrating their camaraderie by volunteering to take the Hot Coal Fire Walk to the cheering of their peers. One-on-one mentoring is another way we help new hires get acclimated and connected. In some departments, as many as six people will become buddies with a new hire, helping the employee learn about the company and the job. It’s important to us that our Visitors to the EMC Careers page on Facebook say that they like the interaction. new employees are able to blend their personal and professional passions, so we introduce them “Before I even walked through the door, to EMC’s many networking and social groups. Specifically, I felt welcomed and connected.” we currently have nine “affinity EMC Marketing Leadership Development Associate Rachel Rosenfeld circles” created by groups of employees who share backgrounds, as well as more than 160 employee-generated interest groups called communities that are dedicated to personal passions ranging from motorcycling to music. If no existing group interests the new hire, it’s easy to EMC Marketing Leadership Development Associate Rachel launch one and build member- Rosenfeld says, “Before I even walked through the door, I felt ship through the EMC|ONE welcomed and connected because of the outreach from my social network. Marketing Leadership Development Program alumni mentor. We’d communicated through e-mail, and she even sent me a handwritten card to welcome me to the company and to the program. Earlier, I received a nice briefing about EMC’s culture, the job expectations, and even the fitness class schedule at the EMC gym. These initial communications made me feel confident and excited to begin my EMC career.” 9

Chapter ® INSPIRING 3. How EMC inspires employees to feel that their work has more meaning than just being a job. People are happy when Last year’s economic recession they are engaged in was scary enough to throw a pall over even an engaged work- their work, when they force, but at EMC, we tried to S U P P O R T I N G C O L L AT E R A L are feeling they are manage the business to minimize making professional its impact. We did this by con- • EMC partners with tinuing to encourage everyone the Boston Celtics progress, and when to let creativity help shape their • EMC employees raise money they are treated with own, and their company’s, future. for the Lance Armstrong Foundation respect. That is exactly A L L FO R O N E—A STO RY what our people say As the recession deepened, a they like about working program manager in EMC’s sales at EMC. training and education group, Michelle Lavoie, was noting many We know this because we not of her colleagues getting increas- only hear it everyday, but we get ingly worried about job security. to see it being said as well. On She wanted to do something. EMC|ONE, our internal social Michelle started a discussion media network, an inspirational thread on EMC|ONE headlined: conversation has been unfolding. “Constructive Ideas to Save Our people are saying that it is Money,” and invited people to inspiring to work at a company share specific ideas for helping that empowers them and treats EMC to deal with the downturn. them as professionals—that it is The response was immediate exciting to solve problems, to and overwhelming. The thread create, to invent, and to know accumulated 26,170 views and that your ideas, not your job title, generated 364 replies—some offer- come first. ing one idea; others with many It’s common to hear EMC suggestions. People suggested people talking about the bril- moves such as increasing the use liance and compassion of their of teleconferencing; making vol- colleagues and the availability of untary contributions of vacation EMC’s executives. They say they days; renegotiating corporate con- love how EMC encourages new tracts for printers, copiers, and ideas, not just ideas for creating cleaning services; and many other products and services, but also changes. imaginative ways to make EMC Michelle now says, “I started better as a company. that thread in late 2008, and in “At EMC, I get to innovate the year-plus since then, I’ve every day. That’s what inspires me seen so many ideas shared and and keeps me here. I’m innovat- so many actions implemented. ing in a place that is dynamic, on That posting and the reaction the move, and filled with the to it turned out to be the one of smartest people imaginable,” says proudest moments of my profes- Steve Todd, EMC Distinguished sional life. And it really sold me Engineer and author of the book, on social media as a way to pro- Innovate With Influence. mote constructive change and 10

“At EMC, I get to innovate every day. That’s what inspires me and keeps me here. I’m innovating in a place that is dynamic, on the move, and filled with the smartest people imaginable.” Steve Todd, EMC Distinguished Engineer and author of the book, Innovate With Influence step up to the work of shaping K EY P R O G R AMS the policies that affect all of us.” Here are some of the sources EMC’s executives joined the of inspiration for EMC’s high- discussion and posted updates on performance critical thinkers and cost-saving recommendations innovators: being adopted. Employees are • Discussion threads on Steve Todd seeing their own ideas being EMC|ONE, where anyone can brought to life all across the pose a question or a problem company. and receive immediate advice. Why was this simple and • Competitions for innovative rather spontaneous posting by ideas, also vetted on EMC|ONE, one EMC employee so successful? where anyone can post an inno- Perhaps because it correlates vation (an idea, often a highly to employees’ explanations technical one, for creating or of why EMC inspires them: improving a product, service, EMC encourages them to be or business process) and have innovators and problem solvers others rate it and add to it. every day. All someone has to do EMC funds the best ideas and is ask, and the ideas will flow. gears them up for market. Nothing satisfies an EMCer • A pervasive atmosphere in more than solving a problem. which everyone brings their It inspires them. A-game to work every day. When you’re surrounded by the SOCIAL MEDIA best “business athletes,” the EMC CEO Joe Tucci holds up an official New England 2009 definitely was another quality of your own game rises, Patriots jersey, with “EMC” printed on the back, at one of EMC’s quarterly employee meetings, which was held big year for social media at too. Being here feels a little bit at Gillette Stadium. EMC. More than two years like being on the corporate earlier, our EMC|ONE platform equivalent of a perennial Super had helped us become adept Bowl Championship team. at initiating and responding • On that note, we affiliate our- to discussions, blogging, and selves and sponsor sports teams just voicing quick opinions and athletic events that are con- in effective ways. sidered “the best.” For example: Then we took the skills well We sponsor and provide techni- outside the firewall. Smart and cal support to world champion certainly opinionated, our teams including the Boston Red “blogging corps” shares with Sox (MLB), Patriots (NFL), and the world why EMC is an industry Celtics (NBA). Our employees leader. Our bloggers are inspiring visit the playing venues of these more people inside and outside teams to feel the energy of win- of EMC to get involved with ning. They meet players and blogging, tweeting, and learn directly from them how YouTubing. Our growing corps our two operations share a goal of social-media-conversant of being the best. Home page of EMC’s internal social network, EMC|ONE. employees make the effort because they care about their company and want to help it succeed. 11

Chapter † SPEAKING 4. Distinctive ways EMC managers, especially senior managers, share information with employees and foster a Over the past year, there were simple things that culture of transparency. could be done, but communica- EMC’s senior managers tion was always key.” have worked harder Pictures are worth 1,000 words, than ever to further an and at EMC, WEBCASTS are getting environment of trust, more popular than old-fashioned S U P P O R T I N G C O L L AT E R A L audio conference calls. The visu- • EMC CEO Joe Tucci at the enable two-way sharing, als coupled with realtime chat are company’s Q1 2010 quarterly and be transparent. a great way to share information— employee meeting Communicating with for instance, when we’re telling everybody about a newly employees near and far launched product. And, by is the best way to earn archiving these webcasts, we the trust that is essential ensure that our employees in Sin- gapore don’t have to dial in at to our success. midnight to see and hear from EMC’s Massachusetts-based When an EXECUTIVE E-MAIL goes out, senior leaders. it simultaneously appears on our Some of our employees spend a intranet and our internal social lot of time in planes and cars. To network, EMC|ONE, where peo- help field-based sales and service ple react and respond to it in real employees stay in the loop, we’re time. Everyone, including the using PODCASTS and, increasingly, executive, keeps the dialogue VODCASTS , to share information. flowing by joining that discussion The technology lets people on and posting timely updates. the road access information when E-mail is also our tool of choice it’s convenient for them. Our sales for issuing news releases inter- representatives, for example, are nally, reporting organizational known to listen to the podcasts in changes, and sharing financial their cars as they drive to appoint- results. The CEO frequently sends ments with prospects. messages to all employees and EMC’s LUNCH WITH LEADERS pro- personally replies to his e-mail gram (sometimes also referred to messages. as “Lunch and Learn With…”) Another senior executive, is an informal one- or two-hour Chief Financial Officer David midday session marked by a Goulden, sent out a series of flexible agenda and open, honest e-mail messages throughout 2009 discussion. Employee feedback to keep our 43,000 employees about these lunches has been apprised of the efforts to bring overwhelmingly positive. Every non-personnel-related operational attendee surveyed so far has indi- costs down in the challenging cated that he or she will recom- economic environment. In an mend them to colleagues. interview last year with Business Closed-door meetings are Finance magazine, David said, “We so 20th century; at EMC, open really worked at communicating— “TOWN HALL” meetings are often my office became a letter-writing the meetings of choice. For exam- machine. We found that often, ple, EMC’s EVP of Worldwide 12

Sales, Bill Scannell, holds inter- At the annual offsite LEADERSHIP active meetings with his various SUMMIT , EMC’s Chairman and teams when discussing territory CEO and his executive team meet changes or expansions of relation- with hundreds of field employees ships with reseller partners. On a to candidly review the past year’s larger scale, our executives travel successes and challenges and the throughout the global EMC com- upcoming year’s goals. This three- munity, holding in-person meet- day meeting is the big kick-off to ings with employees about the the year. Access to executives is company’s direction and strategic easy for all who attend, and later, position and answering employ- major portions of the event are ees’ questions. Our largest com- viewable on the Channel EMC pany QUARTERLY MEETINGS for all intranet and EMC|ONE internal employees follow a similar format. social network. At the event, INTER- And people who cannot attend in ACTIVE STRATEGY sessions run by the person watch the archived web- managers have replaced most of cast of the event afterward. the onstage presentations. Lead- Our “CULTURE TALK” lunchtime ers now tackle challenges in eye- talk radio show is an interactive ball-to-eyeball breakout sessions Prior to an employee all-hands meeting in Ireland, CEO and entertaining show that lets with small groups of attendees, Joe Tucci took a tour of Cork Manufacturing, enjoying the opportunity to speak with a number of employees. the employee audience really get and then report back to the CEO to know a guest, whether that and the full audience on proposed guest is the Vice Chairman of game plans. EMC, the Chief Sustainability Within EMC, workgroups hold Officer, or simply a rank-and-file department-level ALL-HANDS MEET- EMCer who has fascinating per- INGS regularly. Strategy and goals spectives to share. Along with the are the big topics, and service audio component, visual images anniversaries and special recogni- of the guest in his or her home tions are celebrated, too. environment and at work round out the picture for the audience. This year, we launched “LEADER- EMC leaders host a Q&A session at EMC’s quarterly SHIP IN ACTION” —a video series for employee meeting. employees featuring on-camera interviews with senior executives. These videos are shot simply (and sometimes spontaneously) using a Flip camera and are posted inter- nally online without a lot of elab- orate post-production. They connect the top leaders with Our Chairman employees in a very human, and CEO frequently authentic, unvarnished manner. Employees hear unrehearsed com- sends messages to mentary about company strategy, all employees and major milestones and events, and even the executive’s interests out- personally replies EMC VP Polly Pearson hosting “Culture Talk,” with guest side of work. to his e-mails. Steve Todd and co-host Monya Keane. 13

Chapter ¥ LISTENING 5a. Ways EMC employees can ask questions, provide feedback, or otherwise communicate with At EMC, we listen started a dialogue on the joys and managers, especially challenges experienced by EMC’s openly and practically senior managers. working moms. endlessly. Employees And it all started with a request know they can send an by a single employee. e-mail message to any- “I told Frank Hauck that I wanted to put stories of EMC’s S U P P O R T I N G C O L L AT E R A L one at any level, even mothers together in a book, and • The Working Mother Experience the CEO. They know 20 minutes later, the book was they can expect a real funded,” says Natalie. “I was Book walking on air. It was amazing reply, and they know and empowering and very cool.” that their suggestions Natalie’s conversation with will get serious consid- Frank exemplifies the freedom our people have to approach eration. Just ask Natalie senior management and share Corridan-Gregg, Direc- ideas. In fact, a myriad of ways tor, EMC Technology exist at EMC for people to listen and share. Here are some: Analysis. EMC|ONE , our internal, online collaboration network, gets five T H E WO R K I N G MOT H E R million page views from employ- EX P E R I E N C E ees around the globe each month. Natalie, a new mother, was discov- New posts appear literally every ering that many of her coworkers minute. EMC|ONE has shattered shared the same delights, con- this company’s old divisional, cerns, and challenges that come organizational, and geographic with being a working mother at boundaries and thrown open the EMC. Like her, some of them doors for individual contributors had even been documenting and department managers across their thoughts. the company to share ideas and That discovery led Natalie to hold discussions as never before. stop by the office of Executive Employees are finding their Vice President Frank Hauck to voices on EMC|ONE, and they ask for his support of a book are transforming into public about EMC’s moms. ambassadors of the company’s The result was The Working Mother brand. Recently, we polled Experience, a 239-page compilation readers to ask if they felt more of authentic and heartfelt stories engaged this year versus the from around the world written by year before (when EMC|ONE EMC mothers (and one father). was still new). Seventy-five per- Ninety-six contributors from 15 cent answered yes. countries on five continents TELL EMC is our online sugges- shared candidly how they com- tion box, accessible via EMC’s bine parenthood with their work global intranet, Channel EMC. in EMC’s high-performance, fast- This is another place where paced environment. Upon its employees can post specific publication, Natalie’s book questions, comments, 14

suggestions, and concerns. They “I told [EVP] Frank can do so anonymously, or, if they supply their name, they are Hauck that I wanted guaranteed to receive a personal to put the stories of response from a suitable executive or technical subject-matter expert. EMC’s mothers We also use the TELL EMC together in a book, platform to solicit questions from employees one week before each Cover shot of The Working Mother Experience, a compilation of stories written by EMC mothers. and 20 minutes later, quarterly all-hands meeting. Our the book was funded. CEO Joe Tucci and his staff personally review the submitted ques- I was walking on air. tions, then Joe answers them live It was amazing and on stage at the big meeting. Our “EMC CULTURE TALK” lunch- empowering and time radio show is all about cul- very cool.” ture. EMC’s vice president of employee engagement and brand Natalie Corridan-Gregg, Director, strategy hosts this live conversa- EMC Technology Analysis tion with global employees. The “Culture Talk” show encourages listeners to call in and text in to discuss, live, what’s inspiring and what’s challenging about their EMC careers. The show’s guests have included exec- Natalie Corridan-Gregg and son John Michael utives; employee-experts in HR, enjoying some time at the park together. social media, IT innovation, and personal branding; two top EMC sales representatives; and many other EMCers with interesting stories and opinions to share. Each show is archived as an MP3 file for listeners in other time zones who may miss the live broadcast. And between each episode, employees on EMC|ONE can keep the dialogue flowing about the topics raised on the show. At LUNCH WITH LEADERS , employees and senior leaders participate on panels and in focus groups to explore topics such as cultural diversity, balancing work and home life, and growing one’s career. More than a half-dozen EMC employee affinity groups Employees can use EMC’s internal social network site, EMC|ONE, to sign up for have hosted these sessions. Lunch with Leaders with top executives, such as RSA Division President Art Coviello. 15

Chapter ¥ LISTENING 5b. Programs available for EMC employees to make suggestions and become involved in making decisions EMC leaders are listen- results evolve from our passion that affect their jobs, and our sharing. It creates a spark ing and acting based work environments, of innovation in us.” on an open information The team wrote a proposal for or the direction of the flow with employees. a corporate initiative and brought company. it to EMC’s executive committee, And the employees are whose support and encourage- responding. As EMC ment was immediate. But things evolves, employees are didn’t end there: EMC Chairman becoming ever-more and CEO Joe Tucci suggested S U P P O R T I N G C O L L AT E R A L the initiative needed a shepherd. • EMC’s Annual Innovation proactive leaders who When the position of Chief Sus- Conference know how to connect, tainability Officer was created, collaborate, and con- Kathrin pursued it and won the job. tribute to the company’s “Not only does this company success. allow me to find opportunities for it to ‘up its game,’ but I get The cornerstones of EMC’s open- to indulge my personal passion. door policy are integrity and com- Plus, I get to work with other munication. Our people listen to people who have the same passion each other, and they communicate and drive. I feel like I’m in my directly with their managers and dream job, and that the company peers to express their needs and collaborated to get me here,” offer ideas. Kathrin says. The operative word is “open.” One of our employees, Kathrin S O C I A L M E D I A EX P LOS ION Winkler, is a good example of the Almost three years ago, EMC approach in action. A passionate began introducing social network- environmentalist, Kathrin knew ing tools. The intent was to help there had to be more that EMC employees share ideas and opin- could do to make itself greener. ions across all leadership levels She discovered she wasn’t alone; and to forge personal and profes- from engineering to marketing sional bonds with colleagues to facilities, colleagues told her around the world. These tools, they shared her enthusiasm. with their emphasis on encourag- They formed an EMC GREEN TEAM ing open-communication behav- composed of brilliant storage iors, caused a major shift in how engineers, product managers, we talk and listen to each other. facilities managers, and marketing All social media fosters idea- experts. The team meets regularly sharing through virtual conversa- to brainstorm how to make tion on blogs, wikis, instant EMC’s products and facilities messaging platforms, and discus- more environmentally sion boards. The conversations sustainable. create connections inside and “People who didn’t even know outside of EMC, and the “2.0” each other before are sharing communication behavior model ideas,” Kathrin says. “All of our is boosting our productivity, 16

Social media at EMC unlocks people such as Dave Spencer in ways that give the company great value from employees’ insights. proficiency, creativity, and com- “The connections I was making In streamed more than 1,400 petitive edge. through my blog pushed me out submissions from 19 countries. Our people use a company- of my comfort zone in terms of In addition to the traditional wide social media web platform personal growth,” says Dave. “It peer-reviewer idea-selection team called EMC|ONE to converse and was really enabling because at composed of EMC Fellows and share information without regard EMC, they don’t tell you what to Distinguished Engineers, the to organizational level or geo- write; you just write what you’re entire EMC community voted on graphical distance. EMC|ONE interested in, and they stay out their favorite ideas. Using an has approximately 19,000 regis- of your way.” EMC|ONE forum, employees cast tered users and gets nearly five “Just as valuable as anything roughly 23,000 votes. In the end, million page views a month. On Dave says about EMC is the value 30 finalists were selected, and average, 10–15 employees sign we get from Dave’s honesty and three winning proposals were cho- up with EMC|ONE every day to ability to engage in what is hap- sen. The winners were delighted chat and blog about topics impor- pening around him,” says Polly. to have their ideas singled out for tant to them, to get inspired, and “I and other EMC executives read recognition, funded, and incu- to inspire others. his work and call him directly. He bated to determine their ultimate helps us remain grounded with role in EMC’s future portfolio. EMC|ONE IS PULLI N G Q U I ET the approaches we’re taking.” BUT CREATIVE GEN I US ES Social media at EMC unlocks OUT OF THEIR SHE L LS people such as Dave Spencer in Despite being an EMC employee ways that give the company great for more than 13 years, Dave value from employees’ insights. As Spencer was a self-described Polly says, “Nowhere in Dave’s “stereotypical engineer” who software engineering job title does didn’t really interact with others it say he ‘serves as an advisor to the at EMC beyond his immediate company on management models workgroup. Given the opportu- and culture,’ yet every day, our nity to contribute to EMC|ONE, social media models allow for just he started adding to discussions this type of passion-meets-value.” and launched a blog on manage- Dave Spencer was a self-described “stereotypical ment practices. His work was so I N N OVAT I O N ’S G AT H E R I N G P L AC E engineer” who didn’t really interact with others at EMC beyond his immediate workgroup until compelling that Polly Pearson, The EMC INNOVATION NETWORK is he was given the opportunity to contribute to EMC VP of Employment Brand & our virtual community where EMC|ONE. Strategy Engagement, asked him EMCers debate, incubate, and to be her co-community manager celebrate ideas and innovation. on EMC|ONE’s Culture Talk In conjunction with the Innova- community. Additionally, Dave’s tion Network, our annual Global blog got such favorable reviews Innovation Conference includes a inside EMC that he launched an breakthrough-idea contest called external blog called “Dave Talks the Innovation Showcase. In Shop.” 2009, we engaged the competitive Today, Dave writes about all spirit of thousands of creative areas of corporate life, including employees worldwide. Their chal- topics tied to EMC’s employment lenge: come up with new ways to brand. He has a strong following help EMC to help its customers inside and outside of the company transform the way they compete, EMC’s Kathrin Winkler helped form the EMC and is a clear EMC brand save money, reduce risk, and cre- Green Team and was later appointed as EMC ambassador. ate value from their information. Chief Sustainability Officer. 17

Chapter ¥ LISTENING 5c. How EMC employees can address an undesirable workplace situation or resolve conflicts with We understand how It is based on a relationship their managers. of trust between employee important it is to listen and manager. to our employees’ con- EMC trains both new and cerns and promote a seasoned managers to give them culture of openness and the skills they need to sustain a responsible, trusting relationship. accessibility. We provide We want to ensure that our lead- many online and offline ers have the right DNA to be channels that employees effective and develop teams to succeed. can use to tackle a work- Our EMC University curri- place problem that culum includes 35 online or they’re having with each instructor-led courses that focus on management and leadership other, with their manag- development. Their emphasis is ers, or with a policy. on the “relationship responsibil- And we encourage ity” that each person has with colleagues and managers. employees to use them. Whether it’s done in a L EA D E R S AT A L L L EV E LS wide-open medium We encourage our people to “lead at every level.” That means such as our EMC|ONE also taking an active role to internal social network address conflict. or in a private one-to- Given EMC’s global scale, our employees are increasingly work- one chat with a man- ing with people outside of their ager, employees can organizations and outside of their always be assured of home regions, and this can open a door to challenges. As part of our a response. ongoing training and development philosophy, we offer courses STA RT I N G O F F R I G H T and tools for EMCers at all levels. In a company with a 43,000- They learn to develop strategies to person workforce, it’s crucial to recognize the source of a conflict, foster a culture of trust, responsi- and they gain skills to cope with bility, and two-way communica- that conflict effectively. tion. Many corporations in the We ask that managers regularly past relied on the only model they hold ONE-ON-ONE MEETINGS with knew of: a military-style model their direct reports to make sure that operated on rank and rules, that communication remains open leaving little room for discussion. and consistent. EMC Executive Today, that approach has been Administrator Paula Cuddy found more or less supplanted with one that sometimes, solving a conflict that functions through honest is simpler than anticipated. two-way communication across “I found that when I walked all levels of the organization. into her office, started the con- 18

versation with a little humor, their team members offer and then brought the problem that by taking action. I was having to her attention, it Most of EMC’s workgroups immediately jump-started a posi- operate a permanent ESMS tive conversation,” says Paula. Action Committee composed “In an atmosphere like ours, it of individual contributors, was easy for me to address the managers, and senior leaders. situation in a professional, open, All of the committee members honest manner.” are dedicated to increasing satis- faction by opening up new com- TAKING IT FURTHE R munication forums and changing We also encourage our employees policies as needed. to turn to their human resources representatives and senior leaders when they need to address an undesirable workplace situation. If matters involve especially sen- sitive issues, employees can go directly to the General Counsel’s office or EMC Board of Directors. Paula Cuddy found her own way of A CULTURE OF COMMU N I CAT I O N communicating with her manager. EMC’s annual EMPLOYEE SATIS- FACTION MEASUREMENT SURVEY (ESMS) is a very important part of our communication philosophy. It “I found that when I walked into her office, offers employees a confidential way to candidly identify work- started the conversation with a little humor, place concerns they may have. then brought the problem that I was Administered electronically, the survey is submitted to every- having to her attention, it immediately one and is available in 16 lan- jump-started a positive conversation. guages. Our people make good use of it; the response rate consis- In an atmosphere like ours, it was easy tently exceeds 90 percent. In for me to address the situation in a return, EMC takes action from the findings. professional, open, honest manner.” Every manager in the company EMC Executive Administrator Paula Cuddy receives the survey answers that were submitted from his or her workgroup, then, he or she shares those results with the team to gen- erate additional open, honest discussion. We believe that managers can help improve the working environment for the people they manage by listening to the ideas that 19

Chapter ø THANKING 6. How EMC shows appreciation and recognition for employees’ good work and extra effort EMC’s employees are Christine Fraser, Senior Director or other achievements. of the Americas, won the award in the best in their fields, 2009 for being a consummate pro- and we know it. We also fessional who mentors, inspires, know what drives them and encourages a big-picture view. to excellence. It isn’t She said, “This award was S U P P O R T I N G C O L L AT E R A L completely unexpected, and I • EMC CEO Joe Tucci takes just a trophy or plaque, was very honored. EMC’s culture the stage at the quarterly or even money. It’s their is one that really values the indi- meeting to thank employees passion and their free- vidual. Even at a large company, • EMC’s highest honor, there is a strong sense that each the President’s Award dom to express and use person’s contributions are signifi- • How we thank employees, that passion. It’s the sat- cant. It sets EMC apart. If you do by EMC VP Todd Pavone isfaction of working your job to the best of your ability, management expresses appre- with colleagues who ciation and acknowledgement.” have the same fire in their bellies. It’s the THE INNOVATION SHOWCASE Now in its third year, this contest draws knowledge that the job hundreds of ideas from our global well done was the job workforce. Part of the appeal of they did. this contest is the powerful peer- mentoring that occurs and the That doesn’t mean we don’t global stage that EMC uses to recognize all that they do for showcase everyone’s ideas (please the company and our customers. refer to question 5b). The best part Our expansive recognition pro- for the winners: They get EMC’s grams single-out the things they commitment to develop their enjoy: innovating, creating, and ideas into products, services, or exceeding customer expectations. business processes. This contest We have our corporate-level also features the “Peer Choice awards, of course, and, from time Award,” where EMC employees to time, groups within EMC also worldwide vote for the idea they establish their own awards to believe has the greatest merit. extol qualities they admire. Here’s a selection of EMC awards: THE CORNERSTONE AWARD People care how they’re viewed by their THE JOHN HOWARD COMMON SENSE peers, and EMC employees are no AWARD Named for the late exception. This peer-nominated John Howard, an EMC Global honor goes each year to those Marketing employee whose who best represent EMC to the common sense, original thinking, 15,000 customers from 120 coun- and willingness to buck conven- tries who are members of the tion impressed all who knew EMC Community Network (the him during his many years at online social network for EMC’s EMC. This award, given annually, customers and partners). The praises employees who possess award recognizes the employee those same priceless traits. whose passion and engagement 20

are best reflected in the content they contribute and the online discussions they participate in. THE FRIDAY AWARD This is another peer-generated award. At the close of each week, the external world can find our employees recommending one another on Twitter as a “person to be fol- lowed.” It’s a recognition that the individual’s insights are worth following—not just worth- while to our employees, but also for the larger IT community. THE PRESIDENT’S AWARD The President’s Award, EMC’s highest annual honor, recognizes EMC CEO Joe Tucci thanks employees at one of the company’s quarterly all-hands meetings. employee teams that have fur- thered EMC’s mission and cor- President and General Manager, contributor, making the end porate strategy. For example, Common Storage Platform Oper- result much greater than the the 2009 President’s Award ations, said of the winners, “It’s sum of each person’s part.” recognized the company’s not often that a team has the President’s Award winners launch of flash-based enterprise chance to work on something are celebrated on stage at one storage and went to a team of 22 really revolutionary and have to of EMC’s all-hands quarterly technologists and other employ- keep it a big secret at the same meetings, with the ceremony ees. Joel Schwartz, Senior Vice time. Everyone was truly a key also broadcast to thousands THE JOURNEY TO THE PRIVATE CLOUD STARTS NOW | EMC WORLD 2010 Winners of the 2010 President’s Award. 21

of their global peers. Each team An EMC HR Representative “EMC’s culture is one member receives a $5,000 cash reward, an engraved crystal tro- in Pleasanton, California, was covered for organizing a crew of that really values the phy, and a signed and framed per- EMCers who brought $150 worth individual. Even at a sonal letter of thanks from CEO Joe Tucci. of groceries to a homeless shelter and served lunch to 60 homeless large company, there is adults and children. Another a strong sense that each THE TOTAL CUSTOMER EXPERIENCE (TCE) AWARD All EMC employees work employee, based in tiny Horsefly, British Columbia, was recognized person’s contributions with customers in some fashion, for founding a weekly computer are significant. It sets and we like to reward those who go the extra mile. That’s why we class with decommissioned EMC equipment. And a Senior Director EMC apart. If you launched the TCE program that of Inside Sales, was spotlighted do your job to the taps into the passion in everyone to excel and to exceed the expec- for bringing groups of teens from his church in San Carlos, best of your ability, tations of our customers. The California, to impoverished management expresses annual TCE Excellence Corporate Award recognizes those who do communities in Mexico to build homes. appreciation and just that with a crystal trophy and acknowledgement.” cash awards. Christine Fraser, Senior Director THE CORPORATE R&R PROGRAM Every of the Americas EMC organization runs a Rewards & Recognition Program providing cash awards between $200 and $2,000 to recognize people who go above and beyond their daily jobs. Sometimes, they offer non- cash rewards that may appeal to the winners even more: things such as tickets for great seats at a sporting event or symphony performance, or even a “night on the town” consisting of dinner at a posh restaurant and limousine service for the whole evening. SHINING A LI G H T Sometimes just seeing your personal or professional achievements recognized is reward enough. At EMC, we constantly shine a light on these individuals with feature stories, such as our “Employee Spotlight” and “Meet the Motivators” series run daily on Channel EMC, our intranet Keren Pavese, an EMC employee recognized with an “Employee Spotlight” article on the portal. Here’s a small sample: EMC intranet, Channel EMC. 22

Chapter π DEVELOPING 7. How EMC helps employees discover and develop their talents, challenge themselves professionally, manage How do we help our as staff meetings, e-mail, or instant their careers, and messaging—or, increasingly, via employees discover enhance their personal social media channels such as talents, challenge blogging, tweeting, and wikis. growth. themselves, and grow “I’ve been learning a lot here,” professionally and says hardware engineer Jose Medina. “I’m surrounded by personally? We start people who are experts and S U P P O R T I N G C O L L AT E R A L by hiring the right who want to help me become people. Our culture one too. But EMC also inspires • A perspective on development me to take courses and become at EMC, by three employees is an interconnected an expert at something—whatever • How EMC helps employees fabric made of vibrant, it is I want to do.” develop their careers, by EMC employee Bali Kuchipudi forward-moving, S H A R I N G I N T E L L ECTUAL WEALTH knowledge-thirsty Many of our employees go on to people. share their expertise and best practices by writing books. In The pace of our workplace is such the past year, more than 160 that every day brings new chal- employees have become published lenges, goals, peers, partners, and authors. Their books have customers. For the right type of included a definitive technical person, our hyper-growth climate textbook on IT written by 40 seems like an intellectual playpen EMCers called Information Storage filled with programs, training, and and Management, a book written development tools to grow and by an engineer about the process thrive at EMC for the long term. of innovation entitled Innovate Our focus is to keep up with the With Influence, a book on working intellectual thirsts and demands motherhood co-authored by 96 of our highly motivated work- EMC working mothers, and an force. Our training and develop- e-book on top strategies for land- ment strategy includes: ing a job in today’s tough job market written by 10 EMC recruiters. O N -T H E- J O B T EAM I N G A N D P R O B L E M S O LV I N G TO P -S H E L F T R A I N I N G AND We encourage real-time, on-the- D EV E LO PM E N T P R O G R AMS job problem-solving and collabo- In 2009, EMC UNIVERSITY (EMC’s ration. Our workforce is filled workforce training and develop- with IT industry experts who ment organization) was honored mentor one another daily. As they when, for the third consecutive learn from a new problem that year, it placed among the top five they’ve solved or a new challenge on Training magazine’s prestigious posed to them by a customer or list of 125 companies with leading prompted by an industry shift, employer-sponsored workforce they’re transferring that knowl- training and development pro- edge among one another in real grams. This marked our sixth time. This transfer can happen consecutive year as one of the through traditional means, such world’s premier companies on 23

“I’m surrounded by people who are experts and who want to help me become one, too.” Jose Medina Hardware Engineer Jose Medina the magazine’s Top 125 list, in multiple areas within EMC business strategy. The OTR team thereby elevating us to an Finance,” he says. helps the managers know what emeritus-level winner. At Pathways, Michael con- their people need to know in Through EMC University, our nected with a manager in EMC’s order to get ahead. employees tap into a course cata- Procurement organization who Additionally, our employees, log of hundreds of customized, in- then met with him the following in a yearly survey, tell us how well classroom or online professional week to explore opportunities. we’re doing with our leadership development and training pro- Michael was thrilled leaving the and development efforts and grams—both technical, soft skill, event, and today he is a proud where we can improve. and organization-specific. member of EMC’s Procurement organization. CREATIVE PR ACT I C ES I N MANAGEMEN T A N D H R J O B R OTAT I O N : T H E E MC BU F F ET Our managers take their jobs seri- At EMC, we’re committed to ously. In the past year, 84 percent nurturing talent from within our of our managers, nearly 4,000 ranks by offering job rotations— people globally, have taken at a “buffet” of roles and functions least one EMC University course that employees can taste for to help them improve their man- themselves. agement and leadership skills. Seven of our organizations Leading publications such as now have eight- to 36-month Human Resources Executive have ROTATIONAL PROGRAMS for new recognized our HR leaders for college hires. Employees who being tops in their field. partake in these job rotational To support EMC senior programs learn specific functions leaders, these HR teams design while becoming familiar with the and apply cutting-edge practices “upstream” and “downstream” for talent management, succession organizations that rely on them. Amazon.com is just one place students can planning, development planning, “The value of a rotational find EMC’s definitive technical textbook, Information Storage and Management. horizontal development, and program doesn’t only involve more. experiencing different areas of the Carol Macura, while working business; the value also comes in as HR Business Partner to EMC’s the form of working with so many Finance organization, designed different people. With each rota- one of these programs, an internal tion, your network grows larger, career fair called “PATHWAYS” to helping you become more produc- spotlight the facets of EMC tive and more successful with each Finance. All employees were role you take,” says Mark Zurlo, invited to attend. For Michael Associate, EMC Marketing Lead- Perette, EMC Commodity Spe- ership Development Program. cialist, Pathways was invaluable. “With the support of my manager, S H OW M E T H E F E E D BAC K I attended Pathways to build my How do we know our develop- professional contacts and learn ment efforts are getting the job about other areas of the business. done for our people? Because we I was able to get organizational ask. Our ORGANIZATION AND TALENT overviews and gain an under- REVIEW (OTR) team works with EMC’s workforce is filled with industry experts standing of growth opportunities managers on a 12- to 18-month who mentor one another daily. 24

Chapter “ CARING 8a. Distinctive ways EMC helps employees balance their work lives with their personal and family lives. We understand that the “Working off-site cuts down work our employees do on the stress of the commute and allows me to use those two for EMC is only a part unproductive commuting hours S U P P O R T I N G C O L L AT E R A L of who they are and to do something more beneficial,” what they care about. Jeff explains. • EMC WealthLink, an innovative Tina Beauchemin, an EMC approach to financial planning We know that demands Senior Credit Analyst, skips her • EMC Children’s Day placed on them at work 25-minute commute and works and outside of work can from her home on most Wednes- days. She actually feels she’s more at times affect their sat- productive at home, and she has isfaction, performance, the flexibility to dash out to her and success on the job. two sons’ school activities without disrupting her workday. With that in mind, we “It’s wonderful for me. I get give our employees who so much more done from home are looking for a better because I’m already at work without leaving the house,” she says. balance between work Anther flexible work option is and life a number of EMC’s “9 and 1” program, which options. enables participating employees to complete 80 hours of their work responsibilities in nine WO R KW I S E , A P O P U L A R O P T I O N rather than 10 days over a two- Nowhere is it written that an week period. That translates employee must be in the office to into nine 10-hour days every two be passionate, committed, and suc- weeks, with one of them being cessful at meeting and exceeding a weekday off. goals. So, we’ve made a variety of In today’s modern workplace, flexible work schedules part and many of us are pressed for time, parcel of our internal organiza- making it difficult to manage per- tions and business functions. One sonal and professional responsi- of them is the WORKWISE PROGRAM . bilities. To help make life easier It offers employees flexible, remote for our employees at work and at work arrangements, including home, we offer LIFECARE.COM , a free working certain days from home or benefit that provides information becoming fully remote. and referrals on issues including For Jeff Cormier, an Operations home improvement; cleaning, Analyst for EMC Global Shared moving and relocation; parenting; Services, it’s all about geography. education; financial aid; health Jeff’s home is 55 minutes away and wellness; event planning; and from his office, and his job work- legal assistance. ing with databases doesn’t require face-to-face meetings. He’s taking BAC K- U P CA R E A DVA N TAGE advantage of EMC’s WorkWise P R O G R AM program by working from home Even the best-laid plans can three days a week. go awry when it comes to child, 25

adult, and elder care arrangements. To assist employees when such arrangements fall through, we provide the NATIONAL BACK-UP CARE ADVANTAGE PROGRAM through Bright Horizons. It offers: CENTER-BASED BACKUP CHILD CARE which gives employees a range of quality child-care centers to HealthLink is an online personal health manager that gives EMC employees and their families tools and choose from when their own resources to manage their health. arrangements aren’t available. IN-HOME, MILDLY ILL BACKUP CHILD promoting a strategy called clinical trial of a remote patient CARE which provides credentialed, “Driving Partnership in Health.” monitoring program incorporat- in-home backup care when regu- It encompasses many high-touch ing a wireless blood pressure cuff lar arrangements aren’t available programs, health-management and communicator with an Inter- because the child has a common tools and technologies, and net-based feedback system to help short-term illness or symptoms employee education and benefit people with high blood pressure of an illness. programs. These programs help self-manage it. IN-HOME ADULT AND ELDER CARE our employees and their family which provides in-home help members make the best decisions HEALTH MANAGEMENT PROGRAMS when an adult or elder relative about their health. Elements Throughout each year, EMC requires homemaker or compan- include: sponsors and holds dozens of ion services. This help can include onsite health management semi- lending a hand with household HEALTHLINK Designed and man- nars, webinars, and support tasks such as cooking, shopping, aged with WebMD, HealthLink group sessions that target the and laundry, to offering personal is an online personal health man- specific needs and interests of care such as dressing and bathing. ager that gives our employees and our employees and their family “My husband and I have two their families tools and resources members. kids, and we both work, so we to manage all aspects of their ordinarily take them to a woman health effectively, including tar- P L A N N I N G FO R T H E who provides daycare in her geted health messaging and G O L D E N Y EA R S home. However, sometimes she’ll health alerts. These days, planning for retire- go on vacation or take a sick day ment has taken on a new impor- at a very inopportune time. When PERSONAL HEALTH RECORD (PHR) In tance. Our employees are trying that happens, I’ve got EMC’s 2004, EMC became the first to be proactive in making sure backup daycare benefit to fall employer in the world to sponsor they’ll be financially ready for back on. It has been a lifesaver an electronic PHR for its people. major events such as buying a for us,” says Jennifer Oliveira, The PHR is automatically popu- home, sending a child to college, Manager, EMC IT Business lated with medical information and retirement. Consulting. such as diagnoses, dates of health- To help jumpstart their plan- care service, prescriptions, and lab ning, EMC has teamed with HIGH-TECH A N D H I G H -TO U C H results. Fidelity Investments’ Consulting BENEFITS TO MA I N TA I N H EA LT H Services group to provide WEALTH- AND WELL-BE I N G SMARTBEAT EMC was the first LINK “financial prioritization” At EMC, we work very hard to employer to pilot this program tools. These tools empower our provide ways for our employees managed by the Partners Health- people to chart their own course. to maintain their health and well- Care Center for Connected WealthLink, the first online plat- being. For eight years, we’ve been Health. SmartBeat is a six-month form of its kind in the employee 26

“I’ve got EMC’s backup daycare benefit to fall back on. It has been a lifesaver for us.” Jennifer Oliveira, Manager, EMC IT Business Consulting benefits industry, is loaded with (seminars and one-on-one ses- customized financial information, sions), onsite massage therapy interactive tools, and educational (at certain locations), onsite UBS resources. WealthLink helps stock option representatives, legal employees boost their financial lit- planning for a myriad of personal eracy and dispel uncertainty. legal issues, and employee assistance program behavioral health Jennifer Oliveira takes advantage of EMC’s FITNESS MADE EASY counselors. great backup daycare. EMC’s large offices in the U.S. offer onsite gyms; fitness trainers; fitness classes; and employee athletic clubs for walking, running, tennis, softball, hockey, soccer, and more. In our headquarters building, we have Finnish-style sauna rooms and an Olympic- sized swimming pool. We also launched a nationwide “Greatest Loser” contest, which encouraged teams in EMC locations across the U.S. to out-do each other in categories such as “total weight loss” and “total push-ups pumped” over a 13-week span. Participants met with a trainer twice a week as a team and received nutritional education and peer support to meet their personal health goals. This year, a four-person team in WealthLink, the first online platform of its kind, is loaded with customized financial information and tools Franklin, Massachusetts, won the that help employees plan for the future. gold. One member of that team lost more than 50 pounds during the 13-week session, thanks in part to inspiration, peer mentoring, and the training received from an equally determined fitness pro on staff at EMC. OTHER SERVICES We offer our employees discounts on autos, cell phones and cell service contracts, entertainment, real estate, retail items and services, and personal travel. Our other offerings include adoption assistance, onsite daycare, onsite dry cleaning, onsite financial planning EMCers regularly participate in employee athletic clubs for walking, running, volleyball, and more. 27

Chapter “ CARING 8b. How EMC supports employees at times of significant life events— a personal crisis, family illness, birth, marriage, We value the welfare of Hundreds of employees around etc. the world immediately volunteered each of our employees. for the testing. Dave Farmer, What affects one of us Director of Corporate Public affects all of us. During Relations, was among them, good or difficult times, and he was one of many people S U P P O R T I N G C O L L AT E R A L to dedicate many hours raising • Remembering EMC employee our people need us. awareness for the cause. “It was Nick Glasgow, by EMC VP And we make a tremen- one of those truly profound Mark Fredrickson dous effort to come moments when, in a blink, everything instantly reprioritized. through for each other One e-mail sparked a 24x7 cam- as a corporate entity— paign capturing what the global and as a family of EMC community is all about,” recalls Dave. colleagues. That first day, Dave and Mark dropped everything to set up MO B I L I Z I N G TO H E L P “The Race to Save Nick Glasgow” Despite a deep fear that her blog, feeding it nearly daily and plea would go completely generating a remarkable 6,000 unnoticed, in May 2009, page views in a few short weeks. Stacey Morales, a friend of Our blogger corps appealed to EMC employee Nick Glasgow, their followers, too, triggering a reached out with an urgent subsequent flurry of activity on request to Jack Mollen, EVP, Facebook and Twitter. The multi- Human Resources. plier effect took over. The Associ- Nick had been diagnosed with ated Press, local broadcast outlets, leukemia. Two rounds of chemo- and numerous special-interest therapy and various infusions publications began actively track- failed to put him into remission. ing Nick’s story. His only hope for survival was a Our employees organized bone marrow transplant, Stacey dozens of donor drives on Nick’s told Jack. Locating a match behalf, as did our business part- would prove nearly impossible; ners and even our competitors. Nick’s 25 percent Japanese and Hundreds of potential donors 75 percent Caucasian ethnicity stepped forward to be tested. We diminished the odds to what his used our stage at our annual EMC medical team labeled as “one in World conference in Orlando to a million.” host a testing drive and promoted But that single e-mail triggered it to the thousands of customer a global crusade to save Nick’s attendees there. Across the globe, life. Within hours, Mark Fredrick- we also sponsored local drives, son, VP of Marketing Strategy & opening up the drives to the pub- Communications, put the word lic. The Asian American Donor out to all 43,000 employees via Program, which worked along- e-mail. Mark’s message urged side the National Marrow Donor everyone to volunteer for testing Program to locate a match, told as a possible match. us they had never seen a response 28

this global and this widespread, “trial balloon” to gauge EMCers’ In the unfortunate event of an prompting them to fulfill requests interest in an autism support employee death, we ensure the for an unprecedented 200 test group at EMC. Little did she continuation of pay for the kits per day. know that her own child would employee’s spouse/family for six Despite insurmountable odds, become a beneficiary. months. In addition, we provide in June 2009, two perfect donor Back then, there was no autism personal, in-person assistance to matches were found, setting off health benefit at EMC, but Lauri’s the spouse and family to help what Dave described as “a global inquiries to fellow EMCers did them navigate and understand wave of disbelief and pure ela- reveal the need for assistance for their benefits. We also make a tion.” Two months later, after a employees with autistic children. $10,000 donation per child to the successful transplant, Nick’s doc- To meet that need, we coordi- child’s 529 college fund plan. tors declared him cancer free. nated with Autism Alliance However, despite heroic efforts MetroWest for monthly autism AWA R D -W I N N I N G H EA LT H by Nick and his doctors, the support meetings that employees B E N E F I TS cancer returned just a few weeks also dial-in to from anywhere in As mentioned in essay 8a, our afterward. On October 7, 2009, the United States. It was through “Driving Partnership in Health” Nick passed away at home. coordinating and attending these strategy embodies our vision for Nick’s passing dealt an extra- meetings that Lauri realized her a workplace that enables our peo- ordinary blow to his inner circle own son may have autism. A visit ple to live healthy and balanced of family, friends, and coworkers. to a specialist did establish that lives. Among the health benefits It weighed heavily on thousands her child had Asperger syndrome, empowering employees to be bet- of EMCers who felt personally an autism spectrum disorder. ter stewards of their health is our connected. In the end, our The support group helped lay Personal Health Record, available EMC family did what it does; the groundwork for our Autism to all of our employees and their it rushed to support its own. Health Benefit, which is now in its families. Nick’s life ended far too soon. second year at EMC. The benefit Laura Burns, Manager, Benefits “But he lives through those he provides up to $5,000 annually Communications, began using touched. He lives through the per autistic child up to the age the system to keep health records wave of new life-saving donors of 12 years, with a lifetime cap for her children to track where eager to embrace the next Nick of $30,000. they were in relation to other chil- Glasgow,” says Dave. “Because of the benefit, we dren. When she noticed that her While the campaign for Nick were able to enroll our son in a two-year-old daughter was having was a spontaneous outpouring group that helps with his social a reaction to peanut butter, she of support, programs are embed- skills. We’re so fortunate. No put that in her child’s record. Six ded in our workplace culture to other parents in the group had months later, when she noticed provide structured support as this. EMC was really an early her daughter’s skin color looked well, including unique programs adopter of this kind of benefit,” “off” despite an absence of pea- aimed at helping employees and says Lauri. nuts in her diet, Laura went to family members deal with serious an allergist. health conditions and stressful AT- H OM E E M P LOY E E AS S I STA N C E “It turns out she was allergic life issues. P R O G R AM to everything under the sun, and We are prepared to assist our I had to keep track of everything! AUTISM SUPPORT G R O U P A N D employees actively whenever a cri- It’s very important to her health AUTISM HEALTH B E N E F I T sis may arise. Our family-oriented that these records are updated Nearly five years ago, one of our culture and rich benefits packages with new notations. If I’ve got employee health benefits manag- help to alleviate some of the anxi- to go to a pediatrician or an ers, Lauri Tenney, created one ety and pain surrounding a death allergist or a dermatologist, the such program when she floated a in the family or other life crisis. records are all in one place, and 29

I can give them access or not,” appointment calmed our con- of the person’s health, including says Laura. cerns about the issue. Without medical, dental, and vision. Best Doctors, it would have EMC AND BEST D O CTO R S taken a lot longer to find the O U R N EW EST I N S P I R AT ION— Best Doctors was started by right doctor. The recommended I N S P I R E .COM doctors from Harvard Medical specialist we chose was definitely A free and secure online commu- School more than 20 years ago. the right choice,” says Anthony. nity, Inspire.com lets employees It partners with EMC to give connect with others who share employees and their family mem- L I V I N G H EA LT H Y their health interests or need to bers who are facing serious medi- When managing a health condi- find information or advice in cal conditions access to the most tion, employees can also choose to groups sponsored by reputable respected medical experts in their be part of our voluntary, confiden- organizations. Community topics fields. When an employee is diag- tial, free LiveHealthy Program, include weight loss, infertility, nosed with a life-threatening con- which provides access to trained arthritis, cancer, rare diseases, and dition, getting a second opinion health and wellness professionals coping strategies. Whether our from a respected source goes a including nurses, nutritionists, people want to chat or just read, long way to ease the mind. behavioral health clinicians, doc- post a personal profile (or not), For Anthony Torsiello, an EMC tors, and pharmacists. The key to read the journals of others who Global Services Manager who was this program is empowerment: are on their own medical journeys, troubled by his wife’s diagnosis, Our employees and their family or just make friends, this commu- the service was invaluable. members manage their medical nity is a valuable tool. Users have “Best Doctors gave us the conditions to remain healthy and complete control of their privacy names of three different special- live as active a life as possible. The options; they’re free to interact in ists in our area; setting up the program encompasses all aspects a secure environment. Inspire.com lets employees connect with others who share their health interests or need to find information or advice in groups sponsored by reputable organizations. EMC employee Laura Burns and her family. As part of the race to find a bone marrow donor for EMC employee Nick Glasgow, employees posted banners on Twitter to raise awareness. 30

Chapter “ CARING 8c. EMC’s programs for promoting diversity and inclusion. Diverse perspectives Our executives get actively drive innovation, and involved in executing our diver- S U P P O R T I N G C O L L AT E R A L sity strategy and supporting our • Global Exposure: Diversity Day that brings success. longer-term goal of globalizing at EMC Inside EMC, we’re inclusion into all of our operating • Diversity and inclusion at EMC transforming our com- regions. Executives receive key from an employee’s perspective diversity metrics twice a year for pany, doing everything evaluation and subsequent use in we can to be truly developing new diversity-centric global by cultivating a strategies and action plans. Our investment in finding and workforce that repre- assisting diverse high-potential sents all the markets in employees is in full swing. We offer which we work and live. mentoring and coaching programs, and we support retention, develop- We are making great progress. ment, and promotion. Members of We were an early adopter of a our Office of Global Workforce lesbian, gay, bisexual, and trans- Inclusion use the EMC Organiza- gender affinity circle program tion and Talent Review process to and a veterans affinity circle. Our identify and develop these high- 10-year-old EMC Women’s Lead- potential employees who reflect ership Forum boasts a worldwide diverse backgrounds. The Global membership measuring in the Workforce Inclusion team also thousands, with especially active develops succession plans to ensure branches in Ireland and India. that we will have diverse leadership Outside experts are praising in the years ahead. our approach. Douglas Freeman, Our recruiting strategy CEO of Virtcom Consulting and supports our efforts to boost Founder of the World Diversity diversity today and develop Leadership Summit, says, “Vision- a richly inclusive pipeline of ary companies that look decades employees tomorrow. For exam- ahead understand that a commit- ple, we offer summer internship ment to inclusion and diversity is programs in association with the the key to building a fully United Negro College Fund and engaged, best-in-class workforce the National Action Council for and unlocking local markets in Minorities in Engineering. every corner of the globe. EMC exemplifies the best of them.” E M P LOY E E N ETWO R KS From the top of our business At the grassroots level, our down, and from the bottom up, employee AFFINITY CIRCLES (groups we’re reinforcing the value of led by our employees and sup- inclusion and encouraging every- ported/funded by our leadership one to uphold a fully inclusive team) promote diversity’s bene- environment. Our strategy is fits. These circles have proven three-pronged, encompassing vitally important in helping our executive accountability, talent employees of diverse backgrounds management, and global feel truly confident that they are expansion. welcomed and valued. Circle 31

EMC CFO David Goulden with members of EMC’s Asian Circle, kicking off the EMC Iomega Cup Ping-Pong Tournament. members urge employees to share • The Veterans’ Circle strategic sponsorships; investment their personal experiences; lever- • The EMC Disability Employee in time, people, and resources; age their collective talents; and Resource Group and participation on boards of take advantage of EMC’s career Each affinity circle has its own directors. development, retention, and pro- executive sponsor who supports Our activities include serving ductivity tools. members in their career develop- as premier-level sponsor of wom- In 2000, we launched The ment and in the inclusion projects en’s conferences in Asia, Europe, Women’s Leadership Forum they undertake. The groups fre- and North America that are run (WLF) to enable EMC women to quently sponsor educational and by institutions such as Simmons meet, network, and develop their cultural events to promote the College and organizations such as careers. Today, we have nine value of diversity. Working Mother Media. In June employee affinity circles, all of We do everything we can to 2009, for instance, we were the them quite active, with more than help employees become daily Vision Sponsor for the Advance- 4,000 employees participating practitioners of the EMC inclu- ment of Women Global Confer- overall. They are: sion philosophy. Our Essential ence in Bangalore, India. That • The Asian Circle Curriculum includes diversity event, sponsored by the publisher • The Black Employee Affinity and inclusion courses that teach of Working Mother magazine, gath- Group people good ways to foster a ered female executives and busi- • The EMC LGBT (Lesbian, welcoming environment. These ness leaders from around the Gay, Bisexual, Transgender) courses are essential to promoting world to share insights, experi- Advocates inclusion and making sure all ences, and best practices. • The Latin Leadership Interest employees know they are a crucial Additionally, we are in our fifth Team part of our business. year participating in The Partner- • The Indian Subcontinent ship, Inc., a Boston-based devel- Employee Circle EX PA N D I N G T H E I N I T I AT I V E opment program devoted to • The Women’s Leadership I N T H E COMMU N I TY developing future leaders of color. Forum We are involved with (and recog- So far, three classes from EMC • MultiGen (helping EMC’s nized by) the greater community have completed their fellowships four-generation workforce for our diversity efforts. Our there, returning to us as highly work effectively) outreach takes the form of skilled leaders. EMC Vice Chairman Bill Teuber, with members of EMC’s Women’s Leadership Forum and EMC employees at the Advancement of Women Global other EMC women who opted to attend at the Simmons School of Management Women’s Conference in Bangalore, India. EMC sponsored the event. Conference in Boston. Inclusion by the numbers: more than 4,000 employees are active members of EMC’s affinity circles. 32

Chapter ‘ CELEBRATING 9. How EMC encourages fun and camaraderie among our employees. Hardly a day goes two moonwalk-bouncy houses; by when we aren’t piñatas; track and field relays; face painting; and crafts. S U P P O R T I N G C O L L AT E R A L celebrating something Four-year-old Oscar Pearson, • Celebrating EMC’s at EMC. Celebration son of EMC employee Polly is part of our culture. Pearson, declared at the end 30th Anniversary of the day, “Mom! That was the • Run EMC performs their We team up, work best day EVER!” right before original song, “EMC30” • Summer Socials at EMC with passion, set lofty he fell sound asleep on the car goals, exceed them— ride home. and then celebrate our T H E B I G T H R E E- O H accomplishments. EMC turned 30 in 2009, and we all marked it with a year-long, Because success here comes from company-wide celebration. The the bottom up as well as the top theme of the anniversary, “Inno- down, our celebrations happen in vation, Passion, and Success,” the same way. They may be summed up not only why our impromptu, in the form of a high- company has been fortunate five in the hallway, personal notes enough to grow and prosper for of recognition, or a new idea for a three decades, but also why we fun event. They may be bigger, in remain at the top of our industry the form of luncheons hosted by now. Of our string of events held team managers for a job well done worldwide over the course of last or even huge, global celebrations. year, the biggest one was the Here are some of the ways we major celebration at our EMC appreciate our people and have Employee Quarterly Meeting fun with each other across func- in late October. tions, teams, and time zones. Another part of the celebration, our 30 Rock Rally, invited musi- E MC C H I L D R E N ’S DAY cally talented employees to create Last year, a group of employees and post their own anniversary- decided it was time to reinstate themed videos on YouTube and EMC’s “Bring Your Children to on our EMC|ONE internal social Work Day” at our headquarters in network. Hopkinton, Massachusetts. They One employee band, RUN formed a committee, creatively EMC, wrote, performed, gathered funding and employee recorded, and filmed a song called volunteers, and pulled off a full- “EMC30.” Band member Ken day event that drew hundreds of Steinhardt is the song’s composer. employees, spouses, and their “I think we’re typical of folks at kids. The day was highlighted by EMC,” he says. “There’s a tremen- demonstrations courtesy of Bos- dous amount of talent here.” ton Aquarium staffers; visits from Additional celebratory projects the Boston Red Sox mascot Wally included the digital “tapestry” the Green Monster and his pal mosaic entitled A Portrait of EMC Superman, who both posed for at 30. It is a 100-square-foot mural many photos with the children; composed of thousands of tiny 33

photographs of employees around offices globally asking that the Capping the festivities was a the world, at work and having tournament be repeated and performance back at headquarters fun. The mural now hangs in expanded next year. by a group of Chinese girls who EMC’s headquarters. performed a traditional “washing C H I N ES E N EW Y EA R dance,” an expressive interpreta- EMC PING-PO N G TO U R N AM E N T— Major holidays rarely go by tion of what is normally the mun- A SMASHING SU CC ES S uncelebrated. For the Chinese dane task of washing clothes. Last autumn, for six weeks, we New Year, our Asian Circle held the inaugural EMC Iomega employee affinity group led a W H O N E E DS A R EAS O N ? Cup Ping-Pong Tournament, festive celebration for the whole Sometimes, we celebrate just which is named after our EMC EMC community, inviting every- because we can. For example, Iomega line of consumer and one to enjoy luncheons and to we organized a “Weekend small-business storage and data participate in other traditional with a Ferrari” raffle for our networking products. elements of the Lunar Year worldwide workforce. More We designed the event for 60 celebration. than 2,500 people signed up players, but within a week, the At EMC’s South Asia Develop- to get free raffle tickets. One roster had expanded to include ment Lab in Singapore, employ- of the lucky winners was Harry 82 players. During 42 days and six ees celebrated with a huge buffet Burnette, a technology consultant rounds of elimination, those play- lunch. “It’s important that during based in our Duluth, Georgia, ers competed, bonded, and relived the Chinese New Year, families office. “I never win anything,” the day’s “battles” after work. gather for reunion dinners,” one Harry said when he learned he The tournament culminated in employee enjoying the event had won. “What a great way to a four-set thriller played before a explained. “Because EMC is like start the day!” large crowd. It’s no surprise that a big family to all of us here, We think every day should requests poured in from EMC’s we have this meal together.” start, and end, with a celebration. Members of the EMC Latin America Channel team at their 2009 Kick-off meeting in Sao Paulo, Brazil. 34

Employees sign the 30th Anniversary banner at EMC’s company-wide celebration. EMC’s annual Bring Your Children to Work Day is highlighted by visits from sports team mascots, superheroes, and our own mascot, EMC Celerra Man. Four-year old Oscar Pearson, son of EMC employee Polly Pearson, tries his luck with a piñata at EMC Children’s Day. On YouTube: Listen to two of For the Chinese New Year, EMC’s Asian Circle employee affinity group our employee bands’ EMC 30th led a festive celebration for the whole EMC community. anniversary celebration songs. “ E MC30” www.youtube.com/watch?v=ImD0B3_kSgQ “ 3 0 Y EA R S ST R O N G ” (ACO USTIC) www.youtube.com/watch?v=D6l5fVYX8T0 35

Chapter SHARING 10a. How EMC promotes a sense of fairness within our organization, in particular, methods We try our best to what we called “non-people for compensating costs.” Their work ultimately adhere to compensation employees, focusing helped preserve many jobs practices that promote across EMC. on approaches that fairness and a sense of Again guided by suggestions employees are likely from employees, we also made equity among our to consider unique several tough calls. What set employees. We tie these those cost-reduction moves apart, or special. compensation practices however, was the “offset” we made to our passion-based corresponding to each temporary sacrifice. performance culture: We want our people T H E COST R E D U CT I O N T H E OFFSET to know that they will TEMPORARY FIVE AN EXTRA WEEK profit from our success PERCENT PAY OF VACATION REDUCTION TIME and from their own time TEMPORARY SPECIAL and energy investments, 401(K) MATCH RESTRICTED and that they have SUSPENSION STOCK GRANT chances to directly sup- Our plan was to institute a port the strategies that temporary base-pay reduction of five percent. Chairman and we, as a business, com- CEO Joe Tucci and his senior municate to Wall Street. staff took higher-percentage pay cuts. O N E FO R A L L A N D A L L FO R O N E Many countries prohibit The recession forced us to drive- companies from mandating that down costs and get leaner while their employees accept pay cuts; still making strategic investments employers can only ask them that would give us muscle to be to volunteer to accept reduced ready for a recovery and rebound wages. Remarkably, in our case, in IT spending. well over 85 percent of interna- We reached out to our employ- tional employees did just that, ees for cost-saving ideas. They stepping forward to help pre- didn’t let us down. Our people, serve colleagues’ jobs. It was a across all geographic regions and poignant indication that our peo- professional levels, offered a flood ple believed this cost-reduction of suggestions—hundreds of them. effort was fair. The theme resonating in the hall- The overwhelming response by ways was, “Let’s do whatever it the EMC community worldwide takes to serve our customers to inspired Joe to send a letter to all the best of our ability while pre- the employees on May 15, 2009. serving our own jobs.” Everyone’s salary levels were Employees in the EMC Cost restored on January 1, 2010. Transformation Program office Earlier, the leadership team had pursued many of the suggestions given everyone affected by the cut that were focused on reducing an extra 40 hours of paid time-off 36

To: EMC All Date: May 15, 2009 Subject: One for All and All for One Every once in a while, companies and individuals experience a “defining moment,” an experience that changes the way they think and opens their eyes to new possibilities. I believe that EMC has experienced a defining moment in which our global community came together as one for the good of EMC. From every corner of the global EMC community, I’ve been hearing expressions of caring about our colleagues and affirmations that our temporary global reduction in pay was the right action to take during this global downturn. It is so uplifting to see the passionate concern we have for one another. Here is just a small sample of representative comments I’ve received so far: • “For my part, this sacrifice is a small price to pay if you will indeed be saving over 2,000 jobs for fellow EMC employees.” • “My thanks for choosing shared sacrifice over loss of jobs. I believe this is the progressive and absolute right thing to do.” • “If by taking a temporary pay hit, it helps save another’s job, then it’s well worth it!” • “I am so proud and honored to be a part of a company taking such creative and people-positive measures to get through this difficult economic time.” • “I would like to voice my appreciation on the decision to preserve the jobs at EMC.” • “We would all gladly take pay cuts higher than 5% than see our peers lose their jobs and put their families in jeopardy.” • “No one wants to take a pay cut, but by spreading the burden across all employees, it is made clear that we are all in this together, through thick and thin.” We are all in this together. That’s the very essence of our character and our culture. In more than 35 of the 60-plus countries in which EMC operates, local laws mandate that pay reductions be entirely voluntary. Yet the overwhelming majority (more than 85%) of our people in these countries made a decision to support our global cost-reduction effort. This very high percentage of volunteer participants is rarely, if ever, achieved by other companies that have undertaken similar initiatives. That tells you how different we are from most companies. Our people understand that “we” supersedes “me.” They feel responsible for supporting and helping each other. I am truly moved by all of these expressions of caring and selflessness, of putting our global team and our shared goals ahead of our individual needs. I believe we will remember this defining expression of unity and selflessness, coupled with our belief in our company and our customer mission, for a long time to come. It’s a powerful reminder of how strong we are when we come together as “One EMC.” We should internalize this defining moment and apply what we’ve learned. By practicing unselfish team play and by helping our colleagues be successful, we are transforming EMC into an unstoppable force for success and providing further confirmation for everyone that EMC will emerge from this downturn well positioned to thrive. On behalf of our entire community, I am deeply grateful to all of you around the world for putting EMC and your colleagues first. Joe 37

to say thanks for the sacrifice and performance culture. It helps contributions up to six percent for the great response to the people understand what is of eligible biweekly compensation shared need. expected of them and of their for each pay period (up to $750 Salaries weren’t the only thing groups every quarter of the year. per calendar quarter). Given the affected. EMC also had to tempo- Additionally, a person’s goals in a pace of work at EMC, we strive rarily suspend the company’s given quarter always must include to make it easier for people to match to the U.S. 401(k) Savings one professional development manage their money and make Plan and to the Canadian objective, reflecting our learning informed decisions. We frequently Deferred Profit Sharing Plan. culture. And the goals of execu- hold free workshops about 401(k) It wasn’t an easy measure to tives always carry a revenue and investment options, and we pro- implement. The market meltdown or cost-oriented objective to vide web links to archived web- had already hurt employees’ ensure our actions as employees casts so that people can defined contribution plans. To align with the expectations of experience the workshop at their make the sacrifice a bit easier on our shareholder owners. convenience. the employees who participated during this contribution period, STOCK OPTIONS Equity awards are EMPLOYEE STOCK PURCHASE PLAN Our we instead gave them a grant of another important type of com- people can purchase shares of restricted EMC stock units with pensation at EMC. Not only are EMC common stock at a dis- a value of up to a $3,000. It was they closely linked with perfor- count—85 percent of the ending equivalent to the $750 maximum mance, but, we believe, they also price for each six-month option match per quarter. This grant will encourage people to stay at the period. After employees complete vest over two years. company. We continue to make three continuous months of The extra 40 vacation hours every employee eligible for stock employment, they can begin and the stock unit grants were, option grants; in other words, spending 2–15 percent of their we believe, a far preferable alter- they are not a perk limited to eligible compensation on an native to the many harsh moves senior-level people. after-tax basis—or up to $7,500 that so many other organizations per six-month period—to pur- were forced to make last year. 401(K) SAVINGS PLAN Our employees chase up to 750 shares of EMC In normal times, we have sev- can choose to donate up to 50 per- common stock. eral nice compensation practices cent of their eligible compensa- in place, including: tion (up to the IRS dollar limit) TUITION ASSISTANCE This is a benefit to EMC’s 401(k) Savings Plan. offering what some of our people MANAGEMENT BY OBJECTIVE Individ- Newly hired people are automati- value most: continuing education ual achievement deserves reward. cally enrolled in the program 45 and skill development. The tui- Our Management by Objective days after their start date, with tion assistance program gives (MBO) bonus program pays contributions equal to 3 percent employees up to $5,250 a year for employees for the special efforts of their eligible compensation undergraduate courses and up to they accomplish above and deferred from their paycheck and $10,000 a year to help them pay beyond their normal responsibili- deposited into their 401(k) for graduate-level courses. ties. More than half of our people account. We do this because we participate in this program. In care about our employees’ overall making these awards, we look at financial health. This automatic individual quarterly goals that enrollment feature helps all of us the employee has met as well as get started saving for our future. company or business-unit perfor- This year, we are resuming the mance targets achieved. temporarily suspended six per- This MBO program is like cent match program. Tradition- fuel for our passion-based, high- ally, EMC has matched employee 38

Chapter SHARING 10b. EMC’s philanthropic, environmental, and other corporate responsibility initiatives, Across EMC, we know International Federation of focusing on how Red Cross and Red Crescent our success extends employees participate Societies. beyond our financial In 2009, we responded when in and derive value bottom line. It also is our employees were raising money from these efforts. to help relief efforts in the wake defined by the kind of Australia’s bush fires and Italy’s of world we help to earthquake. And this year, follow- create and live in, ing the earthquake in Haiti, and ultimately that EMCers leapt into action. We S U P P O R T I N G C O L L AT E R A L immediately pledged a corporate • Run as One: Global team we leave to the next donation of $50,000 to the Inter- of EMCers run the Boston generation. national Federation of Red Cross Marathon and Red Crescent Societies and • Employee Community Day, We don’t merely give our initiated a donation-match pro- by EMC VP Todd Pavone employees time off to devote to gram for all the donations that • Slideshow: EMC employees a worthy cause; we support them employees were making to the give back in their passion in other ways, too. American Red Cross of Massa- Specifically, our Community chusetts Bay’s Haitian relief effort. Involvement office promotes To date, EMCers have donated and funds many new and ongoing nearly $225,000. The company programs. If our employees want matched that amount and made some guidance and resources to its own additional donations, launch a grassroots effort, we for a total donation in this case give them those tools. of $536,000. Whether they’re building “We couldn’t mobilize to pro- houses in disadvantaged neigh- vide life-sustaining food, water, borhoods, collecting and donat- shelter, and hygiene supplies or ing school supplies or winter trained staff and volunteers with- coats for children in need, or out the generosity of companies simply participating in a local like EMC and its employees,” bike-a-thon, our people raise says Deborah Jackson of the hundreds of thousands of dollars Chief Executive Office of the for worthy causes each year. We American Red Cross of Massa- provide corporate matching dona- chusetts Bay. tions for their efforts, and we’ve donated additional millions where G I V I N G AS A T EAM they’re most needed in our com- Each April, a team of 20 EMC munity and worldwide. runners assembles near the start- ing line of the Boston Marathon I N T I M ES O F T R O U B L E to compete. They come from all Following natural disasters, we corners of EMC’s global commu- respond quickly to try to alleviate nity to raise funds for the Michael suffering and economic hardship. Carter Lisnow Respite Center in It has long been our policy to Hopkinton, Massachusetts. match our employees’ donations EMC has long supported the to service organizations such as Respite Center. Each year, we the American Red Cross and the notify employees around the 39

world regarding the availability E MC ’S I N FO R MAT I O N H E R I TAG E We call this philanthropic initia- of the 20 spots on EMC’s Boston I N I T I AT I V E tive STEM (Science, Technology, Marathon team, and there’s no Preserving the world’s historical Engineering, and Math) and shortage of applicants. EMC and cultural past has been one of extend it to all grades, K–12. In makes a corporate donation to EMC’s long-time philanthropic all, we partner with the Boston match the $2,500 (or more) goals. Over the past decade, we’ve Museum of Science, the Califor- that each runner raises for the donated more than $20 million nia Academy of the Sciences, Respite Center. Following (in cash and in-kind donations of Citizen Schools, FIRST Robotics, the most recent marathon, the equipment and technical support) the Massachusetts State Science Respite Center received a check to help organizations around the and Engineering Fair, the New from EMC for $120,000. Over world digitally preserve historical England Aquarium, Science the course of more than 10 years, documents and artifacts and make Buddies, the Tech Museum of EMC has raised $1.2 million for them accessible to everyone via Innovation, and Vex Robotics. the Michael Carter Lisnow the Internet. Respite Center. This year, EMC selected eight O U R SUSTA I N A B L E J O U RNEY EMCers also donate their organizations as recipients, We are transforming our business time and energy in other ways. among them the Finca Vigia into a showcase of environmental For example: Foundation, which maintains the sustainability. Our priorities right • Each December, EMC employ- Cuban home of Ernest Heming- now are energy and climate ees in Massachusetts, North way. Our equipment and techni- change, as well as material-use Carolina, and California donate cal support is now helping to and waste reduction. Our EMC toys, clothing, school supplies, restore, preserve, and archive Office of Sustainability is leading and other gifts to children in Hemingway’s irreplaceable the way here. Already, the carbon need. books, artwork, letters, photo- disclosure reports they’ve pre- • For the past 10 years, EMCers graphs, scrapbooks, personal doc- pared have earned us awards for have joined in “Build Days” for uments, and manuscripts. transparency and environmental Habitat for Humanity to pro- “Ernest Hemingway is an accomplishment. We continually vide homeless families with a iconic global figure and, as a lead- strive to reduce material use in decent place to live. EMC makes ing technology company, we’re our products and operations, the corporate monetary contri- proud to play a role in preserving including recycling what can’t be butions, and EMC’s employees his Finca Vigia literary trove and reused. We also collaborate with provide the labor as a team- allowing the world an intimate our IT peers and governments to building exercise. glimpse into his life,” says EMC reduce the industry-wide impact • Our employees walk the walk Vice Chairman Bill Teuber. of information technology on the and run the run for those in Our digital preservation environment. This is a journey need. The fundraisers our peo- grants this year also went to that will continue. ple take part in include the projects in China, India, South Relay for Life, the Horace Africa, Poland, Canada, and Mann Educational Associates the United States. Independence 5K, the March of Dimes Walk America, the MAT H A N D S C I E N C E S P O N S O R S Walk for Hunger, the PanMass Because we believe math, science, Challenge, the American and engineering should be fun, Heart Walk, Making Strides we sponsor competitions, support Against Breast Cancer, Light museums, and partner with the Night for Leukemia and schools and nonprofits to pique Lymphoma, and the MS the interest of young people in Challenge Walk. pursuing careers in these fields. 40

EMC sponsors competitions, supports museums, and partners with schools and Christine Rossi (second from left) was the top recipient of EMC’s nonprofits to pique the interest of young people in pursuing careers in math and first annual Community Service awards, earning the Exemplary science. Service Award of $10,000 for her charity, the Osteogenesis Imperfecta (OI) Foundation. Each December, EMC employees in Several EMC employees ran in the Boston Marathon, raising funds to benefit the Michael Carter Lisnow Massachusetts, North Carolina, and Respite Center. California donate toys, clothing, school supplies, and other gifts to children in need. EMC employees participate in various walks and runs for those in need. 41

Chapter WORKPLACE CULTURE AND ORGANIZATIONAL SUCCESS 11a. How EMC’s workplace culture contributes to the organization’s success. The hallmarks of our in 2008, ECN rapidly became culture are passion, the place where our customers and partners collaborate with S U P P O R T I N G C O L L AT E R A L innovation, and suc- each other and with our in-house • EMC Tapestry, employees cess—success being experts. the natural byproduct It’s where customers get a come together from peek at what we’re designing for around the globe of passion and innova- them, where they help us design tion. We work with and test products, and where our hearts as well as they discuss future technology possibilities with us. “I use ECN our heads, with a sense to tap my community peers for of urgency, and with troubleshooting techniques and enormous individual ideas around how to use the products more effectively. Often, and collective energy. somebody out there knows something I don’t,” says one EMC This past year, perhaps more than customer. in any previous year, EMC people As of February 2010, 81,000 raised the bar and came through people have registered as ECN in a big way for the business and members, and we are seeing for each other. more than 3,000 people joining every month. Customers and H OM EG R OW N B R A N D partners make up an over- AM BAS SA D O R S whelming 84 percent of the We found ways to get closer to ECN membership. People from our customers and turn more of 76 countries—almost every nation those customers into active advo- on earth—are represented. cates of EMC. We put a lot of Twenty-five discussion commu- energy into outfitting our people nities are enabling customers and with social media tools, lifting partners to talk to each other, and our IT firewall, and letting our 10 “ECN Labs” projects are show- employees “go at it” talking about casing our early-stage products EMC online to build deeper rela- and technologies. tionships between the company “The reason the ECN is so and its communities. Their pas- vibrant is that members use it to sion took the effort the rest of the really help each other—answering way. They are our homegrown questions, fixing things, and brand ambassadors. sharing best practices. We just In addition to our internal give them a clean, well-lit space online network, we operate an with good content,” says Susan external version called the EMC Zelman Rohrer, EMC Community COMMUNITY NETWORK (ECN) . ECN Developer. is the global online destination for two-way information sharing A CU LTU R E O F E N CO U RAGEMENT among our customers, partners, At EMC, the TOTAL CUSTOMER third-party software developers, EXPERIENCE has for years been and our own people. Launched an official and vitally important 42

initiative. In fact, one of our CEO’s guiding principles is that all of us must “stay closer than ever to our customers.” The customers appreciate it. Steve Todd, an EMC Distin- guished Engineer, recalls making a visit to the John F. Kennedy Library in Boston to see how they were working with their EMC products. “EMC encourages employees to directly contact customers, and so I took advantage of that. I actually got a Christmas card from Caroline Kennedy afterward,” Steve says. We also encourage innovation The EMC Community Network connects customers and partners with EMC experts in product via our TELL EMC feedback advisory forums, user groups, professional networks, and across collaborative communities. program and our wide-open idea contests, where anyone can V I P T R EATM E N T and personal descriptions of submit ideas. Groundbreaking We appreciate that our customers working at EMC. (Read some product developments and busi- take time to visit our Executive of the comments and essays here: ness improvements come from Briefing Centers. To show our www.pollypearson.com/main/ the minds of employees around gratitude, we continue our tradi- 2009/06/emc-folks-add-to-the- the world. And, at our EXECUTIVE tion of having our senior leaders discussion-why-do-i-work-at- BRIEFING CENTERS located around welcome customers on the eve- emc.html.) the globe, customers see and ning of their visit. It reinforces More powerfully and credibly hear about the technologies that our customer-centric approach, than anything else could have, could change their businesses and it strengthens the leadership those first-hand explanations for the better. skills of executives from every of “Why I Work at EMC” gave Our equally important history part of our business: They are the new employees a compelling of close collaboration with univer- getting regular practice thinking insider’s view of our culture sities also has spurred some fairly and speaking with a customer- of empowerment, trust, career impressive achievements. Joint centric perspective. development, and recognition. technology research initiatives are underway at institutions in China, P E R S O N A L R E F L ECT I O N S Russia, the United States, Israel, Last year, our CEO Joe Tucci and elsewhere. Recently, one of wrote an open letter to the This past year, our software engineers raised employees of Data Domain, perhaps more than $25,000 in funding for a Harvard a company EMC had acquired University research project that following a bidding “war” with a in any previous year, will introduce Harvard computer competitor. His letter welcomed EMC people raised science students to actual EMC the new employees to EMC and customers. The customers will tried to address any concerns they the bar and came help the students formulate ideas might have. through in a big way that, in turn, may steer the direc- Our employees then added tion of information technology their voices to Joe’s outreach by for the business and research in the academic world. publishing their own reflections for each other. 43

EMC Innovation, PASSION, SUCCESS EMC Corporation Hopkinton Massachusetts 01748-9103 1-508-435-1000 In North America 1-866-464-7381 www.EMC.com EMC2, EMC, Celerra, and where information lives are registered trademarks or trademarks of EMC Corporation in the United States and other countries. Iomega is a registered trademark of Iomega Corporation. RSA and SecureID are registered trademarks of RSA Security, Inc. All other trademarks used herein are the property of their respective owners. © Copyright 2010 EMC Corporation. All rights reserved. Published in the USA. 06/10 H7149

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EMC: Innovation, Passion, Success

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EMC: Innovation, Passion, Success — Document Transcript