commitment-to-diversity-report-2012-13

CalPERS Commitment
to Diversity & Inclusion
Report
Fiscal Year 2012–13

CalPERS Commitment to Diversity & Inclusion, FY 2012-13 2
Contents
Message from our CEO . . . . . . . . . . . . . . . . . . . . 3
About CalPERS . . . . . . . . . . . . . . . . . . . . . . . . . 4
Our Approach to Diversity & Inclusion . . . . . . . . . . . 4
Our Workforce, Our People . . . . . . . . . . . . . . . . . . 5
Recruiting & Developing Talent . . . . . . . . . . . . . . . . 6
Our Workplace, Our Culture . . . . . . . . . . . . . . . . . 7
Integration of Diversity & Inclusion . . . . . . . . . . . . . 7
Employee Resource Groups in Action . . . . . . . . . . . . 11
CalPERS Diversity Inclusion Group (CDIG) . . . . . . . . 11
CalPERS Disability Advisory Council (CDAC) . . . . . . 12
Our Marketplace . . . . . . . . . . . . . . . . . . . . . . . . 13
CalPERS – Looking Ahead . . . . . . . . . . . . . . . . . . 18
CalPERS Vision, Mission and Core Values . . . . . . . . 20

Anne Stausboll
Message from our CEO
I am pleased to present our “CalPERS Commitment to Diversity & Inclusion”
annual report for the fiscal year ending June 30, 2013. This report highlights
the many accomplishments we’ve achieved in the area of Diversity and
Inclusion and offers a glimpse of what’s planned for the coming year.
Diversity and Inclusion impacts everything we do at CalPERS, from the people
who make up our workforce, to the culture that defines our workplace and how
we conduct our business in a very competitive marketplace.
The CalPERS workforce features employees who speak 32 different languages,
including American Sign Language, and is a reflection of California’s ethnically
diverse population.
We pride ourselves on the workplace culture we’ve developed that encour-
ages our employees to contribute to the organization’s success by inspiring
new ideas, providing excellent customer service and participating in inclusive
workplace initiatives such as informal mentoring.
When it comes to doing business, we feature partners that are certified
as Small Business and Disabled Veteran Business Enterprises. In our
investment portfolio, we seek companies with Boards that have diverse
representation.
We look forward to continuing our commitment to Diversity and Inclusion.
It is an essential part of serving those who serve California.
Sincerely,
Anne Stausboll,
Chief Executive Officer
Our differences
are our strengths

About CalPERS
The California Public Employees’ Retirement System (CalPERS) is the nation’s
largest public pension fund with total assets of $257.9 billion as of June 30, 2013.
Based in Sacramento, CalPERS administers retirement and health benefits to
more than 1.7 million people and 3,089 school and public employers.
The System operates eight Regional Offices located in Fresno, Glendale,
Orange, Sacramento, San Diego, San Bernardino, San Jose and Walnut Creek.
Led by a 13-member Board of Administration, consisting of member-elected,
appointed, and ex officio members, CalPERS has a membership of 1.1 million
active and inactive members and 574,759 retirees, beneficiaries, and survivors
from State, school and public agencies.
Our Approach to Diversity & Inclusion
Diversity & Inclusion (D&I) at CalPERS is an organizational imperative.
Aligning with our members, engaging our communities and attracting and
retaining talented individuals are vital to our success. Our strategic approach
to integrating D&I into all aspects of our business is focused on three core areas:
•• Workforce – We recruit and retain a high-performance team inclusive
of California’s rich diversity.
•• Workplace – We actively develop and educate our leadership and
employees to increase and integrate D&I awareness, understanding and
imparting skills that lead to greater quality, respect and accountability.
•• Marketplace – We serve our members with sensitivity to their diverse
perspectives. Our business partners include ones that are certified as
Small Businesses and/or Disabled Veteran Business Enterprises.
As the nation’s largest public pension fund within one of the most ethnically
and culturally diverse states, we believe the combined experiences, perspec-
tives and talents of all employees and stakeholders strengthens our high
performance work culture and organization. Our differences are our strengths.

CalPERS
workforce by
ethnicity
White: 65.06%
Hispanic: 15.07%
African American: 1.50%
Filipino: 1.18%
Pacific Islander: 0.21%
American Indian: 0.14%
Asian: 16.83%CalPERS
workforce by
gender
Male: 41%
Female: 59%
Our Workforce, Our People
One of our greatest strengths is our workforce, with men and women of many
nationalities, backgrounds and generations working together to create a diverse
and inclusive workforce and workplace. Based on information supplied volun-
tarily by our employees, our workforce reflects the racial and ethnic makeup of
California’s population.1
CalPERS employees speak 31 different languages, in addition to sign language,
and volunteer their interpretation and translation services as needed to conduct
business. We are committed to ensuring that all members of the public, including
those who are non-English speaking and Limited-English Proficient, have equal
access to CalPERS programs, services and information.
1 CalPERS Employee Data Source: CalPERS all employees is a subset of the my|CalPERS member
population from July 2013; all employees include managers, supervisors and rank and file employ-
ees. Ethnic group data provided by Epsilon, ethnic data provider; the classification of ethnic group
was based on the member First Name, Last Name and address.

13.4%
CalPERS employees
with disabilities
Recruiting & Developing Talent
Acquiring Diverse Talent
Our D&I initiatives and strategies are designed to attract, develop and advance
talented individuals regardless of their race, national origin, sexual orientation,
religion, age, gender, disability status, military or veteran status or any other
broad range of human differences.
To create a talent pool of diverse, multi-cultural and qualified professionals,
we attend a variety of outreach events including those targeted to veterans,
college students and experienced professionals in specific fields or occupations.
We utilize industry professional associations like the Chartered Financial
Analyst (CFA) Society of Sacramento as part of our recruitment strategy.
Likewise, we strategically tap into our employee alumni associations and are
presently building strategic partnerships to further expand our recruitment
reach. We also participate in the State mandated Limited Examination and
Appointment Program (LEAP). LEAP is an alternate selection process for the
recruitment and hiring of persons with disabilities.
In an effort to communicate with today’s technology-savvy job seekers, we
enhanced our CalPERS website by becoming the first California State agency to
offer an online job application system known as “NEOGOV.” NEOGOV makes
it easier for applicants from around the world to apply for one or more posi-
tions and strengthens our recruitment efforts. In our first year using NEOGOV,
we received more than 50,000 applications for over 800 job openings. We
have also increased our social media presence by advertising job openings on
LinkedIn, Twitter, Facebook, Dice.com, Google Plus and others.
Highlights from Fiscal Year 2012-13
•• Introduced an online platform to search and apply for CalPERS job openings.
•• Launched Google Plus and CalPERS Career Opportunities on LinkedIn
to reach out to job seekers.
•• Conducted an onsite CalPERS IT Career Fair and CalPERS Career
and Education Fair for employees.
More than
50,000 applications
received for over
800 job vacancies in
our first year utilizing
the online job
applicant system

81%
CalPERS employees who took
part in the Organizational
Health Index survey
Our Workplace, Our Culture
Our distinctive approach to D&I is based on a belief that we each take personal
accountability for success in this area. We equip our employees with the tools to
increase their awareness and understanding of differences and why they matter
so their actions can contribute to our inclusive and high-performing workplace
culture.
The CalPERS workplace offers a wide-range of learning opportunities to help
develop the knowledge and skills employees need to cultivate awareness and
understand that D&I is a critical business component and individual success
factor. The curriculum includes lessons on how D&I impacts individuals and
teams in the workplace. Team-building and cohesiveness exercises address
potential communication challenges while other courses explore self-awareness,
cultural awareness and generations in the workplace.
Integration of D&I
Organizational Health Index Survey
One of the ways we obtain employee feedback is through our Organizational
Health Index (OHI) survey, which measures overall employee engagement and
satisfaction. In Fiscal Year 2012-13, 81 percent of CalPERS employees participat-
ed and the findings for the D&I questions were positive and revealed employees
strongly agree with this statement: “CalPERS leverages individual experiences,
perspectives and talents to ensure quality outcomes, fosters a work environ-
ment that values individual differences and contributions, and the organization
consciously publicizes and educates employees on D&I.”
First Annual D&I All Staff Presentation
To deepen employees’ understandings on how to enhance D&I in the workplace,
CalPERS invited Steve L. Robbins, Ph.D., as its guest speaker for an All Staff
presentation. Dr. Robbins is a nationally recognized author and speaker on “unin-
tentional intolerance.” His book, What If? Short Stories to Spark Diversity Dialogue,
explores issues that dominate today’s culturally and ethnically diverse workplace
and challenges us to not only be mindful about valuing people for their unique
gifts, abilities and experiences, but to intentionally incorporate this concept when
working with others.
His presentation was video conferenced live to the eight CalPERS Regional Offices
and was recorded for future viewing by employees in a team-building setting.

Workshops
In Fiscal Year 2012-13, we further integrated D&I concepts and practices
throughout CalPERS by leading 12 Divisions and Regional Offices through
D&I workshops. Additionally, 86 senior leaders and managers throughout the
organization completed the “D&I 101” workshop, which is designed to enhance
leadership’s personal understanding of D&I and their role in increasing diversity
and fostering an inclusive work environment.
CalPERS also provided the foundation of D&I knowledge for employees through
an assortment of workshops such as the following:
•• STAR Workshop – Explores Sensitivity, Trust, Appreciation and Respect for all
employees and identifies a set of behaviors that create inclusion and provides
a guide for what we say and do in all of our interactions—with colleagues,
members and vendors.
•• Diversity Card Game Workshop – A fun and non-threatening way to gain
insight into individual and group styles of thinking and an innovative way to
build team understanding, appreciation and cohesiveness.
•• Color Lingo Workshop – Challenges how effective one’s communication is
and how effective is a given team’s communication. Utilizing the power of
knowing the various color personality styles enhances communication skills
for maximum effectiveness.
•• Charting Your Course – A workshop to provide employees with an under-
standing on how D&I impacts individuals, teams, organizations and stakeholders
and subsequently chart their course toward successful engagement in the
workplace.
•• D&I 101 Workshop – A dynamic and highly interactive workshop that
provides employees with the tools to be “D&I savvy” through awareness
of culture, self-awareness, generations in the workplace and the next steps to
implement inclusion.
Web-Based Training
All levels of CalPERS staff have access to our five D&I web-based training courses:
•• Diversity and You
•• The Importance of Diversity and the Changing Workplace
•• Getting Past Clashes: Valuing Team Diversity
•• Management Essentials: Managing a Diverse Team
•• Leading Teams: Developing the Team and Its Culture.

Informal Mentoring: Share What You Know
In their own unique way, everyone at CalPERS contributes to our success. In line
with our new Strategic and Business Plans, we are embarking on an unprece-
dented era of knowledge sharing and employee development. In support of these
efforts, CalPERS is championing a two-year Informal Mentoring initiative.
At CalPERS, we are fortunate to have an amazingly dedicated and talented staff.
Informal Mentoring seeks to build on those existing strengths enterprise-wide.
CalPERS has always been a sharing culture where we strive to find new and creative
ways to work together and leverage the knowledge that is all around us. The goal
of this initiative is for our unwavering commitment to help each other grow and to
have informal mentoring be further woven into the fabric of our culture.
Unlike formal mentoring programs, informal mentoring just happens. No program.
No set meetings to attend. It’s just two people getting together to share ideas
and knowledge with the goal of learning. At CalPERS, we have the opportunity to
collaborate with one another every day. The possibilities for informal mentoring
are limitless. Far from being just one more expectation or a formalized relation-
ship, the premise of our Informal Mentoring initiative is that it can be woven into
the everyday as each of us makes a valuable contribution to CalPERS.
While one of the advantages of informal mentoring is the satisfaction gained in
sharing your expertise with others, the overall benefits go far beyond that.
Informal mentoring also:
•• Allows for learning about other areas of the organization and gives everyone
a more global perspective
•• Builds bench strength across the organization
•• Enhances opportunities for professional and personal development
•• Capitalizes on the breadth of experience in our diverse workforce
•• Elevates knowledge transfer from information transmittal to the capture of
practical experience and wisdom.
The premise of our
Informal Mentoring
initiative is that it
can be woven into
the everyday.

Career Services Program
At CalPERS, we encourage and support the career development and upward
mobility of our employees.
The CalPERS Career Services Program was created to provide information
and tools to assist employees in meeting their personal career goals. CalPERS
employees can utilize the services, resources and tools provided by the program.
The information provided by the Career Services Program is intended to supple-
ment the career coaching provided by managers and supervisors to employees.
The Career Services Program offers the following services:
•• Information regarding
»» transfers and examinations
»» classifications or State career paths
»» CalPERS training classes, including career development and job related
skills training
»» professional development activities and associations
•• Application, résumé, and cover letter review, recommendations and
preparation tools
•• Hiring interview and examination tips and techniques

Employee Resource Groups in Action
The CalPERS Employee Resource Groups are the CalPERS Disability Advisory
Council (CDAC) and the CalPERS Diversity & Inclusion Group (CDIG). These
groups enable employees to participate in professional and personal growth
opportunities through training and education, volunteer projects in the commu-
nity, networking events, cultural heritage celebrations and project management
assignments.
CalPERS Diversity Inclusion Group (CDIG)
In August 2012, our Executive Leadership team participated in the “Generational
Jeopardy” game, a twist on one of America’s favorite TV game shows. The goal
of this game was to have fun while learning more about the four generations that
work at CalPERS, and work together as a team.
In February 2013, the CDIG kicked-off its 2013 Quarterly Brown Bag Luncheon
Speaker Series with Roger J. Valine, former Vision Service Plan (VSP) president
and chief executive officer. Mr. Valine positioned VSP as one of Fortune
Magazine’s “100 Best Companies to Work for in America” for eight consecu-
tive years while growing revenues from $10 million to $2.7 billion. His remarks
focused on key workplace topics such as culture and environment for employees
and customers, managing with integrity and openness, and motivating people
with respect and accountability.
In March 2013, leaders of the CDIG attended the 2nd Annual Conference of the
Sacramento Inclusion & Diversity Council – “Building Bridges: Collaborating in a
Challenging Economy.” The Council consists of D&I leaders from businesses and
organizations such as Kaiser Permanente, Microsoft, Vision Service Plan Global,
the Sacramento Municipal Utility District and Sacramento Regional Transit District.
In May 2013, the CDIG launched the D&I Lunch and Learn Roundtable Series,
which explored “The Challenges and Triumphs of Working in the Investment
Industry: A lunchtime interview with CalPERS Investment Officer, Tim Legesse.”
As an African American male, Mr. Legesse shared his unique perspective on the
challenges and successes he encountered over his career in the investment and
financial services industry.
In celebration of Asian Heritage Month in May 2013, and CDIG’s volunteering
efforts in the local community, several members offered their time to the Asian
Pacific Rim Foundation. As volunteers, they took part in the one day, Pacific Rim
Street Festival that focuses on the celebration of the Asian Pacific Rim Heritage.
CDIG Advisor, Brandon Manzano, volunteered with the Asian Pacific Rim
Foundation and commented, “The Asian culture is lively and infused with a rich
and profound history, from the food and the values to the colorful décor. It is a
dynamic festival and celebration.”
Lunch and Learn
Roundtable Series
introduced May 2013

In partnership with Sacramento Loaves & Fishes, CDIG members volunteered
on weekends throughout June 2013 assisting in efforts to feed the hungry and
shelter the homeless. The CDIG generated awareness for Sacramento Loaves
& Fishes and held a donation drive from July 15 through August 8 at CalPERS,
requesting employees to donate hygienic items, clothes, baby items, and pet
food. This partnership provided CalPERS volunteers with the experience of serv-
ing men, women and children who live in the Sacramento community and are in
need of these basic supplies.
CDIG member Geeta Kumar, coordinated the partnership between CalPERS and
Sacramento Loaves & Fishes. “This volunteering experience was very humbling.
Preparing food and serving lunch to Sacramento’s hungry and homeless resi-
dents showed each of us how much we take for granted. My perspective has
forever been altered and enriched by my experience,” Ms. Kumar said.
CalPERS Disability Advisory Council (CDAC)
In November 2012, the CDAC co-hosted the CalPERS Veterans Day event, which
encouraged employees who served in the military to wear their uniform to work
on this special day.
In January of 2013, members of the CDAC went through the 13 Steps to Inclusion
training. The training provided members with an understanding of basic program
accessibility requirements and the usability of programs, services and activities,
for both employees and stakeholders with disabilities. In addition, the training
explored attitudes and examined the disability experience, reviewed principles
of program access, identified participation barriers and developed strategies for
improvement and offered State and online resources.
Diversity & Inclusion Day at CalPERS
In August 2013, the CDAC and the CDIG hosted the CalPERS seventh annual
Diversity & Inclusion Day –“Putting our Core Values to Work in our Communities.”
Representatives from nearly 50 community-based organizations participated
in the special event. Their aim was to promote awareness of community needs
for volunteers and to spark an interest among CalPERS employees. The event
connected employees and organizations with opportunities to work together
to build stronger communities.
Exceeded the goal
for disabled veteran
participation for
the second time in
ten years

95%
portion of all office
supplies purchased from
certified small business and
Disabled Veteran Business
Enterprise vendors
Our Marketplace
CalPERS aims to maximize the value of our supplier relationships and places
a high value on diversity as demonstrated by our ongoing programs to attract,
retain and advance small businesses and Disabled Veteran Business Enterprise
(DVBE) vendors.
CalPERS Supplier Diversity Programs
CalPERS is committed to providing diverse suppliers with economic opportu-
nities to supply products and services to our organization. This commitment
enhances California’s local economy and also enriches our experience as a result
of doing business with a wide range of vendors for a variety of supplies and
services. During Fiscal Year 2012-13, CalPERS participated in outreach events
and educated our staff on small business and DVBE vendor contracting oppor-
tunities. We helped non-certified vendors qualify for small business or DVBE
status and provided interested business owners with networking opportunities
through bidders’ conferences.
Our goal is that three percent of all contracts be awarded to DVBE and 25 percent
of our contracts to small businesses. CalPERS exceeded its DVBE participation
goal for the second time in 10 years with 6.39 percent participation. Small busi-
ness participation is at 15.66 percent and we continue to successfully purchase
95 percent of all office supplies from certified small business and DVBE vendors.

13%
portion of total fund
external assets managed
by emerging managers
portion of total
fund external assets
managed by women and
minority managers
9%
Equality of Access
CalPERS Investment Office is committed to equality of access and opportunity
for our investment managers. The Investment Office seeks to provide equality
of access by establishing an internet-based investment proposal submittal
process and by applying consistent decision criteria for investment proposals.
Additionally, our Investment Office is committed to open communication about
our investment strategies, portfolio exposures and criteria for making investment
decisions.
Emerging Manager Plan
During Fiscal Year 2012-13, CalPERS Targeted Investment Programs initiated
several work streams under the Emerging Manager Five-Year Plan, Pathway to
the Future. Implementation of the Plan objectives is through 10 work streams
centered on two major areas: Portfolio Management; and External Outreach.
The CalPERS Board of Administration approved the Plan in August 2012,
consistent with California Senate Bill 294 (Price) enacted in 2011. The Plan also
outlines definitions for emerging managers in each asset class.
Emerging & Diverse Manager Data Report
A key accomplishment under the portfolio management work streams was the
Emerging & Diverse Manager Data Report. This report provides information
on the current number, market value and performance of emerging and diverse
managers in the CalPERS investment portfolio. The information regarding
emerging managers encompasses CalPERS investments made through direct
relationships including with fund of fund advisors, as well as with underlying
funds in fund of funds. Information regarding diverse managers encompasses
CalPERS investments with both emerging and non-emerging managers.
CalPERS surveyed nearly all current external managers in the investment port-
folio. Survey respondents were asked on a voluntary basis to indicate if they met
the definition established for the survey of a Diverse Investment Management
Business by identifying the gender, ethnicity and race classification of the owner-
ship of the entity. The results of this survey show women and minority managers
make up a higher proportion of emerging managers than non-emerging manag-
ers involved in portfolio management of our total fund. As a result, an ancillary
benefit of our emerging manager strategies is greater ethnic and gender diversity
among CalPERS external fund managers.
Initiated multiple work
streams under the
Emerging Manager
Five-Year Plan

CalPERS Emerging and Diverse Manager Forum
Another key accomplishment was the CalPERS Emerging and Diverse
Manager Forum held on December 3, 2012, in Sacramento. Organized by
staff and co-hosted by Legislative Caucuses and stakeholder groups, this event
provided an opportunity to communicate our Investment Office efforts related
to emerging and diverse investment manager programs to approximately 400
attendees. The agenda, related documents, session videos and more information
can be viewed via CalPERS On-Line within the Targeted Investment Programs
information webpage.
Board Quality
At the end of 2012, we integrated Board quality and diversity into what we refer
to as our “virtuous circle” of value creation as one of the five core issues staff
believes have a material long term impact on risk and return. Fiduciaries to
CalPERS, such as corporate boards and external managers, are accountable for
overseeing the use of our capital. Therefore, we want these boards to represent a
diverse mix of characteristics, experience and competencies to ensure effective
board leadership and oversight of CalPERS capital.
Looking back, we’ve seen a lack of board turnover, the absence of tenure limits,
and narrow outreach efforts. Boards need to be refreshed – this happens by
adding new talent to boards who bring different perspectives, skill-sets, back-
grounds and experiences. This is an important step toward challenging “group
think” in corporate boardrooms, which we have learned from the financial crisis
can have a devastating impact on the ability to question assumptions.
Diverse Director DataSource (3D)
Our first goal was to build supply. This was achieved in July 2012, when CalPERS
and California State Teachers’ Retirement System (CalSTRS) opened the Diverse
Director DataSource (3D) to the corporate community at the New York Stock
Exchange. Over 600 candidate profiles are fully submitted and searchable. The
pool includes some exceptional talent with half of the candidates having current
public company board experience. More than two thirds of the candidates are
female and over a quarter have gone through a board certification program.
The candidates cut across a range of industries and functional expertise, with a
quarter of the candidates having international experience. Together they speak
41 different languages.
The success in gathering potential candidates reflects the wide and exten-
sive consultation we had with more than 150 groups representing investors,
companies, search firms, academics and diversity networks in our roundtables.
Participation in such consultations continued for more than two years to work
through the design, development and implementation of 3D.
Launched Diverse
Director DataSource
(3D) in July 2012
400 attendees took part
in CalPERS Emerging &
Diverse Manager Forum
in December 2012

National Association of Corporate Directors (NACD)
The January/February 2013 issue of NACD Directorship Magazine, a National
Association of Corporate Directors’ publication, featured an article co-written by
Anne Simpson, our Senior Portfolio Manager & Director of Global Governance,
and Michele Hooper, Chair of the Nominating and Governance Committee at
UnitedHealth Group (UNH). The article, “How to Engage Shareholders when
Selecting New Directors,” highlights CalPERS and UNH’s collaborative work to
appoint a new independent director to the UNH Board and details the nomina-
tion process that was developed along the way.
CalPERS joined the NACD to host a panel discussion on board quality – diver-
sity, investor activism, governance and performance. The June 20, 2013 panel,
moderated by Anne Simpson, included David Batchelder, former director of five
Fortune 500 companies; Margaret Foran, Director on the Board of Occidental
Petroleum Corporation; and Bonnie Hill, who serves on the Board of Directors at
The Home Depot. The event was attended by more than 70 company directors.
Board Quality and Diversity
CalPERS and CalSTRS wrote to 41 S&P 500 companies in June 2012, on the
issue of board quality and diversity. The 41 companies were identified for having
all male boards. We contacted the companies once more in April 2013 to follow
up and continue encouraging improved diversity on their boards as well as share
the recent NACD Blue Ribbon Commission Report, The Diverse Board: Moving
from Interest to Action.

Legal Office Survey
Our Legal Office conducted its second annual D&I Survey of the outside counsel
firms with which CalPERS has contracts. The goals of the survey are to support
and encourage diversity among our outside counsel, to communicate CalPERS
commitment to D&I and to encourage these firms to share our commitment. The
voluntary survey seeks statistics about the women and minority representation
at the firms and information about the firms’ D&I policies, programs and initia-
tives. The 2013 survey was sent to 52 law firms and 31 responded.
It is important to note that California State Law (enacted through passage of
Proposition 209 in 1996) prohibits State agencies from discriminating against
or granting preferential treatment to any individual or group on the basis of
race, sex, color, ethnicity or national origin in the operation of public contract-
ing. CalPERS therefore may not grant preferential treatment to contractors with
whom we engage in business based on the above characteristics.

CalPERS – Looking Ahead
Future D&I initiatives and activities are underway and directly linked to the
CalPERS 2013-15 Business Plan and 2012-17 Strategic Plan.
Workforce
California Department of Human Resources (CalHR) Statewide Online Disability
Survey - As part of the Rehabilitation Act of 1973 and Government Code 19233,
CalHR requires all State agencies to conduct a disability survey periodically.
The survey helps agencies determine if they are meeting their mandated goal
to employ a certain percentage of persons with disabilities. The online survey,
which is managed by CalHR, is confidential and allows employees to self-identify
as having a disability or confirm they do not have one.
As part of October’s Disability Awareness month, CalPERS plans to launch
CalHR’s online Disability Survey and encourage employees to take the survey.
CalPERS goal is to increase its rate from 13.4 percent to 16.6 percent, which is
CalHR’s mandated rate to employ persons with disabilities in the workforce.
D&I Competencies Labs & Inclusive Leadership – CalPERS Diversity Outreach
Program is currently working on a model to expand employees’ knowledge of
D&I competencies to address current and future organizational needs and to
cultivate a high-performing, innovative and inclusive workforce.
Workplace
Employee Resource Group Program - To integrate D&I into the organizational
culture, CDOP continues to seek support from its two established employee
resource groups: CDIG and CDAC. Staff will collaborate with internal stakehold-
ers to establish a formal program to enable employees to create CalPERS-sanc-
tioned employee resource groups that actively engage in focusing on a central
unifying purpose, mission or business activity. This supports CalPERS Workforce
Strategic Plan for peer-to-peer knowledge transfer, informal mentoring, profes-
sional development, talent management, recruitment and retention.

Marketplace
CalPERS is committed to building a strong Supplier Diversity Program. The
foundation of our program consists of internal and external deliverables to help
ensure program success for all CalPERS stakeholders.
Our program focuses on certified SB/DVBE. In doing this, we strive to increase
our participation with the California Department of General Services (DGS)
Advocate Meetings by addressing the need for more certified SB/DVBE vendors
providing legal services. Within our organization, efforts are in place to educate
employees in decision-making positions on our supplier diversity program, poli-
cies and achievements.
We will extend our external outreach by seeking diverse suppliers through active
involvement with SB/DVBE organizations and participation in various trade shows,
conventions and procurement events. We will continue to work directly with
certified small businesses, including notifying them when their certification has
expired and encourage eligible SB/DVBE vendors to become certified through DGS.
CalPERS is again partnering with the NACD to host an event in March 2014,
around the theme of board quality and diversity. CalPERS will continue to
encourage outreach opportunities because we know that it’s important to foster
new networks between diverse candidates and the recruitment world.
CalPERS will submit the first annual report on progress made under the
Emerging Manager Five-Year Plan, Pathway to the Future, in March 2014 as
required by statute.
Targeted Investment Program staff anticipates organizing another CalPERS
Emerging and Diverse Manager Forum event to occur April 1, 2014 and intends
to once again invite Legislative Caucuses and stakeholder groups to co-host.
Staff will make event materials available via CalPERS On-Line within the Targeted
Investment Programs information webpage.
Global Equity staff is making progress restructuring the Manager Development
and Emerging Manager Fund of Funds Programs. This effort is intended to inte-
grate the work of emerging managers with the overarching investment strategy
of the asset class. Staff’s work will focus on ensuring a high level of communica-
tion between CalPERS staff, strategic advisors and stakeholders as the transition
to the new program structure occurs. In collaboration with CalPERS Office of
Public Affairs, staff plans to host a webinar in February 2014 focused on Global
Equity’s Emerging Manager Program Restructuring.
Real Estate staff anticipates Canyon Catalyst Fund committing capital to a total
of four to six emerging investment management firms over the course of its
three-year investment period. Emerging Manager program advisor, Canyon
Capital, expects to complete its confirmatory due diligence and finalize agree-
ments with selected emerging managers on its short list of prospective candi-
dates in the first quarter of Fiscal Year 2013–14.

CalPERS Vision, Mission and Core Values
Our Core Values
Quality
•• Strives to exceed customers’
needs and expectations through
competence, innovation and
teamwork
•• Proactively explores policy and
product opportunities to better
serve our customers
•• Seeks to “do it right” the first time
•• Considers, understands and
manages risk
Respect
•• Treats every person with kindness
and humility
•• Values and recognizes every
individual for their unique skills,
talents and contributions
•• Stays present in the moment and
actively listens to understand others
•• Is courteous, responsive and
professional
Accountability
•• Takes ownership of, and
responsibility for, actions, risks
and results and uses outcomes
as learning opportunities
•• Makes sound decisions from
experience, good judgment and
collaboration
•• Gives and seeks clear expectations
•• Finds solutions that contribute to
desired results
Integrity
•• Acts in all endeavors with an ethical,
honest mindset and in a professional
manner
•• Honors commitments, keeps promises
and builds trust
•• Is truthful in all actions and
communications
Openness
•• Approaches every situation with good
intentions
•• Is receptive to new and diverse ideas
•• Listens, cooperates and shares across
the organization
•• Encourages a trusting environment
by being genuine and transparent in
actions and communications
Balance
•• Supports a healthy personal and
professional balance
•• Maintains focus on long-term goals
while meeting short-term needs
•• Embraces opportunities for personal
and professional development
•• Supports an environment that is
optimistic and enjoyable in which
relationships can prosper across our
organization and communities
Our Vision
A trusted leader respected by our
members and stakeholders for our
integrity, innovation and service.
Our Mission
Provide responsible and efficient
stewardship of the System to
deliver promised retirement and
health benefits, while promoting
wellness and retirement security
for members and beneficiaries.

California Public Employees’
Retirement System
400 Q Street
P.O. Box 942701
Sacramento, CA 94229-2701
www.calpers.ca.gov
Produced by
CalPERS External Affairs Branch with
CalPERS Diversity & Outreach Program
January 2014.1.1

commitment-to-diversity-report-2012-13

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