Corporate |
COMCAST CORPORATION
CORPORATE RESPONSIBILITY REPORT
CORPORATE RESPONSIBILITY REPORT
I. INTRODUCTION
A. MESSAGE FROM CHIEF EXECUTIVE OFFICER
Comcast has been a "local" company since our founding almost 50 years ago. I am proud of our connection to the communities we serve.
At Comcast, we deliver value to our shareholders while conducting business in a way that offers the best products and services to our customers, lessens our impact on the environment, and provides a high quality of life for employees and those people impacted by our business.
We've dreamed big. We're entrepreneurial. We love to innovate. And we are committed to doing business in a socially responsible way. We know that, as an industry leader, we have the ability to help make a lasting and positive impact in the communities where we do business.
As you'll see in the pages that follow, in 2009 we increased our sustainability initiatives and provided over $400 million in cash and in-kind contributions to charitable organizations. We also introduced our new Customer Guarantee across our footprint expressing our commitment to deliver a terrific customer experience. We are continuing to focus on having the tools, systems, products and people in place to improve our customer experience, perception and overall satisfaction with Comcast.
While I am encouraged by the progress we're making, we recognize there is more work to be done. This is an exciting opportunity, and one that motivates us as we continue with our social responsibility efforts.
We strive to be a company that is respected and trusted by all of our stakeholders - customers, employees, shareholders, and people in the communities where we do business. I want to give special thanks to our employees who are committed every day to make a difference.
We look forward to keeping you updated on our progress.
Thank you,
Brian L. Roberts
Chairman and Chief Executive Officer
Comcast Corporation
We are a leading provider of video, high-speed Internet and phone services ("cable services"), offering a variety of entertainment, information and communications services to residential and commercial customers. As of December 31, 2009, our cable systems served approximately 23.6 million video customers, 15.9 million high-speed Internet customers and 7.6 million phone customers and passed over 51.2 million homes and businesses in 39 states and the District of Columbia. We report the results of these operations as our Cable segment, which generates approximately 95% of our consolidated revenue. Our Cable segment also includes the operations of our regional sports networks. Our Programming segment consists primarily of our consolidated national programming networks, E!, Golf Channel, VERSUS, G4 and Style. We were incorporated under the laws of Pennsylvania in December 2001. Through our predecessors, we have developed, managed and operated cable systems since 1963.
Our other business interests include Comcast Interactive Media and Comcast Spectacor. Comcast Interactive Media develops and operates our Internet businesses, including Comcast.net, Fancast, the Platform, Fandango, Plaxo and DailyCandy. Comcast Spectacor owns two professional sports teams, the Philadelphia 76ers and the Philadelphia Flyers, and a large, multipurpose arena in Philadelphia, the Wachovia Center, and provides facilities management services, including food services, for sporting events, concerts and other events. Comcast Interactive Media, Comcast Spectacor and all other consolidated businesses not included in our Cable or Programming segments are included in "Corporate and Other" activities.
II. SOCIAL MATTERS Back to Top
Comcast's good name and our strong reputation for honesty, integrity, and fairness are valuable corporate assets that we have guarded and nurtured throughout our history. Comcast has always followed appropriate standards of conduct, not just to remain accountable to legitimate public scrutiny but also as a core value of our business. For many years, we have expressed these standards in our Code of Ethics and Business Conduct (the "Code"). The Code represents our business philosophy and values and defines how the Company conducts itself. All of our officers, directors, and employees are required to carefully read and adhere to, be trained on, and annually certify as to compliance with, the policies set forth in our Code. Our Code covers many sustainability issues, including such topics as Antitrust, Compliance with Laws, Environment, Health and Safety, Equal Opportunity and Non-Harassment, Non-Discrimination, Privacy, and more.
ii. Code of Ethics and Business Conduct
To view our Code of Ethics and Business Conduct, please click here...
iii. Examples of Recent Developments
1. Code of Ethics Update and Training
Every year, we update our Code of Ethics and Business Conduct to reflect our continued dedication to maintain the highest standards in ethics, honesty, fairness, and integrity. Recently, certain policies were updated or created to prohibit employees from taking the following politically-related actions without the prior approval of certain senior officers of Comcast:
- Purchasing meals, entertainment, or gifts of any value for public officials or government employees;
- Causing Comcast to make a federal, state, or local political contribution; and
- Engaging in, or retaining an outside person to engage in, any lobbying activities on behalf of Comcast.
There were two notable updates made to the Code for 2009. First, the Company clarified its non-discrimination, equal opportunity and non-harassment policies to insure that a person's race, color, religion, creed, gender, gender identity, age, national origin or ancestry, citizenship, disability, sexual orientation, marital status, veteran status, membership in the uniformed services, genetic information, or any other basis protected by federal, state or local laws are protected characteristics. Second, Comcast clarified that employees who are based or work in foreign countries must comply with not only the Code and local laws and regulations, but also the laws and regulations of the United States.
In addition to updating the Code, we have trained, and will continue to train, the appropriate groups of our employees, officers, and directors in these important areas.
Back to Top2. Statement on Political and Trade Association Activity
Participation in political and trade association activities is important to achieving the business objectives of Comcast. It is also critical that all of our activities in this area display rigorous compliance with applicable laws, regulations, and our own code of ethics. For this reason, Comcast's essential policy with respect to political activities is set forth in the Company's Code of Ethics and Business Conduct. The primary responsibility for implementation of the Company's political and trade association activities rests with the Company's Government Affairs ("GA") organization, which ultimately reports to David L. Cohen, the Company's Executive Vice President (a direct report to our Chairman and CEO). The GA organization operates throughout the business footprint of Comcast and in Washington, D.C. The political and trade association activities engaged in by the GA organization include development and advocacy of public policy, lobbying, political contributions, activity in a variety of trade associations, participation in a number of intergovernmental associations, and partnerships with other companies in the cable industry and third party organizations on public policy issues of concern to the Company. The work of the GA team is regularly reported to senior management of the Company and to the Board of Directors.
Our Code of Ethics and Business Conduct makes clear that compliance with all applicable laws and regulations is vitally important. The Code makes special mention of the antitrust laws, which promote fair and open competition, and can be reviewed by clicking here.
While the basic principles of the antitrust laws are simple, applying them to the wide variety of business dealings we face may at times be difficult. Recognizing the importance of training in this area, we recently required a large portion of our sales and marketing force as well as supervisory and management employees across the Company to complete an online training module to reinforce the importance of complying with antitrust laws. As part of their orientation process, all new employees in these same job categories are required to complete the course. The course reviews the basic principles of antitrust law/fair competition, including the penalties for non-compliance. Using practical examples, the course illustrates how issues implicating such laws might arise in our businesses and provides instruction in how they are to be handled.
iv. Encouraging Employees to Speak Up
As part of our continued commitment to ethical behavior at Comcast, in 2008 we provided our employees with communication materials designed to help them better understand the avenues available to them for reporting business ethics issues. The brochure, which is also given to every new employee, is entitled "Comcast Ethics" and discusses the resources available to help employees make the best ethical decisions, encourage others to do the same, and speak up if they encounter behavior that violates our standards. If an employee sees or suspects a violation of law or our Code of Ethics and Business Conduct, we want them to report it.
We emphasize to employees that, if they raise an issue through any of the avenues described below, they should feel confident that retaliation is not tolerated at Comcast and, if wrongdoing is confirmed, those involved will be properly disciplined, regardless of rank.
Here's a quick summary of the options available to our employees for reporting issues.Open Door
Comcast has an Open Door policy designed to promote an open work environment and rapidly resolve concerns or problems - whether they be general workplace issues or business ethics concerns. To initiate an Open Door, an employee simply contacts his or her manager or supervisor, local HR representative, or other manager. Examples of issues for which the Open Door is appropriate include:
WORKPLACE ISSUES BUSINESS ETHICS ISSUES Conflicts with a coworker or manager Accounting or Auditing Irregularities Scheduling problems Fraud Employee favoritism Conflicts of Interest Benefits or compensation issues Destruction, Alteration or Falsification of Company Records Company policies Disclosure of Proprietary or Personally Identifiable Information Disciplinary actions Threats to Personal Safety Misuse or Theft of Company Assets Insider Trading Use or Sale of Illegal Drugs Other Violations of Law or Comcast's Code of Ethics and Business Conduct Business Integrity Line
We have a toll-free number that is designed specifically for reporting business ethics issues. It is available to employees 24 hours a day, seven days a week, and allows them to report an issue anonymously, if they wish.
Audit Committee
If an employee has a business ethics issue that is related to internal controls, accounting or auditing, the employee also has the option to send an e-mail to the Chairman of the Audit Committee of Comcast's Board of Directors at audit_committee_chairman@comcast.com.v. Metrics on Allegations of Misconduct
We encourage our employees to report misconduct, and we take those allegations very seriously. We have procedures in place to initiate and track investigations, and we periodically report on them to the Audit Committee of our Board of Directors. Since our employee hotline, the Business Integrity Line, was launched in January 2004, we have received an average of approximately 400 incident reports per year, the vast majority of which are routine human resources-related matters. None of the incidents reported that were determined to be founded after appropriate investigation were significant or material to Comcast's financial statements. As previously mentioned, in 2008, we provided our employees with communication materials designed to help them better understand the avenues available to them for reporting business ethics issues, including the Business Integrity Line, which resulted in an increased number of calls to the Business Integrity Line in 2008 and 2009.
In addition to our attention to ethical standards, we also focus on our compliance efforts. Our Company, including our Board of Directors, takes various actions intended to ensure that we have effective internal processes for promoting and ensuring our compliance with applicable federal, state and local laws and regulations, Company policies, and Company contracts (the "Compliance Program"). We are aware that the task of monitoring and supervising the Compliance Program of a large, highly regulated entity such as Comcast is a complex endeavor, and we are committed to ensuring that our Compliance Program is effective and appropriate in light of our compliance risks.
Our corporate General Counsel, who is a "high-level person" within the meaning of the United States Sentencing Guidelines, has overall responsibility for the Compliance Program and regularly reports on it to our Board. He has appointed Co-Chief Compliance Officers who have day-to-day operational responsibility for the Compliance Program.
Among other things, the corporate General Counsel and the Co-Chief Compliance Officers:
- periodically assess our principal compliance risks under applicable federal, state and local laws and regulations, Company policies, and Company contracts;
- take reasonable steps to ensure we have standards and procedures designed to prevent and detect criminal conduct;
- make reasonable efforts to screen persons with "substantial authority" to ensure they have not engaged in illegal conduct;
- ensure that our standards and procedures are effectively communicated, including through effective training programs, to personnel at all levels of our Company;
- conduct monitoring and auditing to detect non-compliance with standards, procedures and laws; have systems in place to permit employee reporting of actual or potential wrongdoing; and evaluate periodically the effectiveness of the Compliance Program;
- promote and enforce the programs through incentives and discipline;
- take reasonable steps to respond to criminal conduct/non-compliance and to prevent future violations; and
- report periodically to senior management and the Board of Directors on the results of the Compliance Program.
We believe that putting the customer first is the most important part of our business. We are committed to delivering the best customer experience, at every point in our relationship with our customers.
Constantly improving our customers' experiences with us is a key priority, and offering a Customer Guarantee is the latest step in our ongoing commitment to change our customers' experience, perception and overall satisfaction with Comcast.
The Customer Guarantee clearly outlines what customers should expect from us at each and every point in their relationship with us and defines what we're doing to hold ourselves accountable for meeting those expectations and how we're backing up our promises.
We began offering the Customer Guarantee in March 2009 and expanded it nationwide in the third quarter of 2009.
We make the following guarantees as part of our Customer Guarantee:
- We will give you a 30-day, money-back guarantee on all of our services.
- We will treat you and your home with courtesy and respect.
- We will answer your questions at your convenience.
- We will offer easy-to-understand packages and provide you with a clear bill.
- We will continually offer the best and most video choices.
- We will quickly address any problems you experience.
- We will schedule appointments at your convenience and be mindful of your time.
The Customer Guarantee is backed by several significant operational changes, which we discuss below, that are focused on proactively managing our products and systems and giving our employees the most effective tools to help our customers.
Our customers are beginning to experience the benefits of our ongoing efforts and investments. For example, in January 2010 compared to January 2009 there were:
- 822,000 fewer service-related phone calls
- 27,000 fewer repeat service calls
- 16,500 fewer install-related service calls
We are also seeing improvement in external surveys that measure customer satisfaction:
- In June 2009, the American Customer Satisfaction Index noted a 9% improvement in Comcast's customer satisfaction scores.
- In the 2009 J.D. Power and Associates Cable Video/Satellite, Residential Telephone and Residential ISP Satisfaction Survey Results, Comcast improved overall satisfaction.
ii. Customer Experience Improvements
We know people around the country depend on us for information, entertainment, and communications every day, and we take that responsibility very seriously. Our efforts to improve the customer experience are ongoing. We have many operational projects underway that are focused on training, tools, and technology and have already made several improvements, including:
- Giving our customer service agents access to a new automated diagnostic/troubleshooting portal we developed called Grand Slam that's helping to reduce repeat calls and foster first-time resolution. This enables our agents to perform a remote "health check" and often fix a customer's service issues without needing to send a technician to the home.
- Giving more than 16,000 handheld mobile devices to technicians to foster better communication, allow for more accurate arrival time updates and improve on-time reliability or offer advance notice if a technician is running late. When technicians are in a customer's home for a specific service call, they can also use these mobile devices to perform a Whole Home Check, empowering Comcast technicians to check, update or fix all other Comcast services in the home. The technician will not leave until all of a customer's Comcast products have been given a clean bill of health, reducing the likelihood and frequency of call-backs.
- Expanding the ways in which customers can contact Comcast, making it most convenient for them, including: forums and question-and-answer sections on our Website; e-help forums online where customers help other customers with moderators jumping in; live online chats with customer service representatives; the ability to email the head of Customer Service directly; and the ability to call 24x7 to speak with a customer service representative or choose from self-help options.
- Engaging online directly with customers via our Digital Care team to help anyone on the Web who is talking about Comcast in blogs, online forums and on Twitter.
- Adding appointments at times customers have said are convenient for them - including weekends, early mornings and late evenings - as well as offering shorter appointment windows while increasing availability of two and three-hour appointment windows.
- Improving our training and development programs.
- Investing in our operations centers to proactively monitor network and product performance to find and fix issues before they impact our customers.
Comcast believes that our future success hinges on our ability to transform the customer experience. We want our customers to be happy they've chosen Comcast and we need to deliver a superior customer experience every day.
To deliver on those expectations, in 2008, Comcast revised its Credo, our internal standard that represents the highest quality benchmark for everything we do, to put the customer and innovative products at the center of what we do.
Our Evolved Credo:
"We will deliver a superior experience to our customers every day. Our products will be the best, and we will offer the most customer-friendly and reliable service in the market."
To achieve this superior customer experience, the entire organization is aligning to this Credo (employees, products, services, technology, operations, finances, programming, and communications) to work toward the same goal - to deliver a better customer experience.
iv. Communications with Our Customers – Comcast's Digital Strategy
Comcast is committed to leveraging the power of social media and the Web to reinvent the way it communicates and interacts with its consumers online. This digital effort has been gathering momentum for a couple of years as Comcast has moved from listening to customers online to now engaging with customers who express their frustrations or give feedback online.
Comcast is using social media and the Web as part of our larger focus on improving the customer experience. We are fundamentally changing the way we operate and are reinventing the way we communicate with customers.
- Website Redesign
We have redesigned www.comcast.com/help to provide customers with a list of the easiest ways to reach Comcast online. Using this communications channel, which has grown to 14,000 requests a month, customers can email Comcast or the head of Customer Operations directly for help, chat online with a representative, or interact with other customers in our expanded customer help forums to find answers to their questions.
- Comcast Digital Care Team
This team has led the charge online to literally seek out and help anyone on the Web who is talking about Comcast. They use social networking and new media tools to seek out and help customers online. The team contacts customers via phone, email, or the Web to offer help to those customers who need assistance. This team is reaching out to customers using tools like FriendFeed, Facebook, Identi.ca, Plurk, Second Life, and Twitter, among many others. These online tools connect them to the millions of blogs, forums and other social media tools that our customers use.
Since April 2008, the Digital Care team has:
- Helped more than 150,000 customers online
- Participated in more than 120,000 public tweets and more than 60,000 private direct messages on Twitter
Over time, this effort has been widely talked about and has helped Comcast resolve thousands of customer complaints. Additional stories about the Digital Care team have appeared in national outlets like USA TODAY, The New York Times, and ABC World News.
- Comcast Voices
After listening and talking to our customers online, we decided to create a place where we can exchange ideas about what's important to them. We recently launched a corporate blog, called "Comcast Voices," where people can hear from many of us at Comcast - everyone from product managers and programmers to business unit leaders and technical specialists. The blog is meant to deliver straight talk on news, change at our company, and our thoughts on what's important in our industry.
Constant innovation, in our products and in our thinking, has been part of our DNA since we first began, and is what will continue to drive us into the future. Developing "can't-live-without-it" products is what our customers love about us. And that is why one of our key business strategies is product superiority. It will be a fundamental element in transforming the customer experience.
The power of our video, voice, and data services are continuing to change the way our customers watch TV, communicate, and use the Internet. The network delivering that innovation reaches nearly 47 million homes and serves entertainment and information anytime and anywhere - fulfilling the dreams of customers to make life easier and simpler. All of this comes to life in the form of the products we deliver to our customers every day. Comcast has a long-standing history of blazing new trails and staying ahead of the curve. Through constant innovation, in our products, in our networks, and in our thinking, Comcast will deliver a superior experience to all our customers every single day.
Our customer service - and the entire customer experience - has to reach new levels of excellence, and that will continue to be a major focus for us in 2010 and beyond.
1. Employee Survey Results - CredoSpeak 2009
We believe our approximately 100,000 employees are our greatest strength, and each year we ask them to tell us how we're doing. CredoSpeak is our online employee survey which gives our employees the opportunity to share their voice about the Company, their jobs, and how Comcast rates as a place to work. Through CredoSpeak, all of us work together to make Comcast an employer and provider of choice.
In our 2009 CredoSpeak, employees rated Comcast well above other Fortune 100 companies as a great place to work. What they told us about employee and customer experiences shapes our business. Employees did not just answer the survey questions; they took the time to give constructive feedback through over 125,000 written comments. Here's a sample of what employees told us:
How We Compare With Other Employers as a Great Place to Work
Comcast's scores are well above the U.S. norm. Our employees:
- Love our benefits. 75% gave our benefits program a favorable rating - 20 points above a national benchmark.
- Like working here, too. 78% would "recommend Comcast (or their division) as a good place to work" - 22 points above a national benchmark.
- Are proud to be here. 79% are proud to work for the company - 15 points above the national benchmark.
- Feel that all people have an opportunity to grow at Comcast. 85% say that "people of all backgrounds can succeed at Comcast (or within their division)" - 13 points above a national benchmark.
How Employees View our Customer Experience
- Our employees are focused on the customer. 81% believe that the day to day decisions in their group demonstrate that quality service to the viewer/customer is a top priority - 25 points above a national bench mark.
- Our employees are dedicated to our customers' needs. 74% believe that new products and services introduced by Comcast or their division closely match what our users/viewers/customers want.
2. How We Respond: One Example is Comcast Talent - Our Approach to Performance Management
We dig deep into our CredoSpeak employee survey results each year to see what employees think: what we're doing right...and where they think we need to improve. The past few years' CredoSpeak survey results have been clear. Our employees want to:
- Know what's expected of them,
- Receive more frequent and meaningful feedback on their performance,
- Understand how performance impacts compensation decisions,
- Have access to personal and career information, and
- Have easy access to the tools/resources needed to develop and grow within their Comcast careers.
Improving the Employee Experience and Connecting it to the Customer Experience
Comcast is focusing renewed energy and efforts on connecting the employee experience to the customer experience. Specifically, in response to CredoSpeak results, we enhanced our approach to performance management and rewards in 2008 through a new program - called Comcast Talent - that gives employees the opportunity to earn greater rewards for exceptional performance. By its nature, the program is aimed at rewarding contributions toward our Company goals and recognizing talent. Developed through a collaborative process, Comcast Talent is designed to help employees:
- Understand the company's goals as a customer-focused enterprise, and how their individual performance impacts our customers, both externally and internally.
- Become engaged in their Comcast career, know their individual and team goals, and be recognized and rewarded for achieving those goals.
- See how their performance links to their pay through opportunities for merit increases. Stronger performers will receive higher merit increases than other employees, and weaker performers will receive lower or no increases.
How Does Comcast Talent Work?
Comcast Talent is all about collaboration. It's built upon a solid foundation of clear and frequent communication between an employee and his or her manager about goals and progress toward achieving those goals.
- It starts with a goal-setting meeting at the beginning of the year where employees and their managers set clear individual goals and create a personal development plan.
- It continues with performance feedback during the year. Employees and managers have a "Connection Meeting" at mid-year-and at other points during the year-where employees get feedback on their individual performance and progress toward individual annual goals.
- It culminates in a year-end performance review. At the end of the year, employees are rated based on five performance categories: Exceptional, Highly Effective, Achieves Expectations, Needs Improvement, and Unacceptable-and receive a merit increase (if appropriate) that corresponds with the performance category.
The Comcast Talent Program is one example where we listened to our employees and demonstrated a commitment to embracing change to optimize and accelerate our business. The implementation of this new approach to performance management was very successful. In 2009, 83,377 employees set goals, 83,188 had a Mid-Year Connection Meeting to review progress toward goals, 64,027 created a personal development plan, and 82,271 received a year-end performance review.
Comcast's strength derives from our connection to the local communities that we serve. While our Company has a national footprint, we recognize that we must serve our customers and employees in each local community where we do business. Our company culture is enriched with a diverse environment for employees and suppliers reflecting the individuality of all our local communities. We also believe that a workplace for employees and suppliers free from discrimination and harassment is not enough - we are committed to setting an example, actively providing full opportunities for all in order to reach our full potential...
Our Company credo says it all: developed by our employees, it represents all levels of our organization. The credo reminds us of our focus and directs us forward in an ever-changing environment. One of the touchstones of our credo says, "We will respect and reflect the customers, communities, and cultures we serve."...
When it comes to diversity, it's not enough to "talk the talk." At Comcast, to make sure the message is put into practice, we've brought together a management team that represents the various departments within our business. The Diversity Council is chaired by David L. Cohen, one of our CEO's direct reports. We want to implement, promote, and sustain diversity throughout our organization - and this is the leadership that's responsible for making that happen...
ii. Diversity - Employee Profile Metrics
The following metrics are as of December 31, 2009:
Total work force:
White (non-Hispanic): 58.9%
Black: 26.5%
Asian: 3.7%
Native American/American Indian: 0.6%
Latino: 9.6%
Other: 0.7%
Women: 34.9%
Men: 65.1%
Female work force:
White (non-Hispanic): 51.2%
Black: 36.0%
Asian: 2.8%
Native American/American Indian: 0.6%
Latina: 8.5%
Other: 0.9%
Male work force:
White (non-Hispanic): 63.1%
Black: 21.4%
Asian: 4.1%
Native American/American Indian: 0.7%
Latino: 10.1%
Other: 0.6%
Total work force (men and women) by age:
Younger than 25: 8.0%
25-34: 34.7%
35-44: 29.3%
45-54: 19.9%
55-64: 7.4%
65 and older: 0.6%
Total new hires:
White (non-Hispanic): 50.1%
Black: 33.7%
Asian: 3.6%
Native American/American Indian: 0.7%
Latino: 9.2%
Other: 2.7%
Women: 38.3%
Men: 61.7%
Our annual total retention rate* for the entire work force for the following categories:
White (non-Hispanic): 85.9%
Black: 81.9%
Asian: 89.3%
Native American/American Indian: 84.7%
Latino: 85.1%
Other: 71.9%
Women: 81.5%
Men: 86.6%
*Retention rate is defined as the reverse of turnover rate. These percentages include only full-time employees who were with the Company on December 31, 2008, and were still with the Company on December 31, 2009. Retention rates are individual for each racial/ethnic group.
Comcast and its corporate management team have received numerous industry, financial, and community awards, including being recognized by publications like Latina Style Magazine, Veterans Business Journal, DiversityInc, Diversity MBA Magazine, and Hispanic Business as one of the top companies for diversity...
The Human Rights Campaign Foundation, America's largest civil rights organization working to achieve lesbian, gay, bisexual and transgender equality, recently released their 2010 Corporate Equality Index, which rates employers on lesbian, gay, bisexual and transgender policies within the workplace. Nearly 600 businesses participated in this year's evaluation. Comcast scored a 95% out of 100% for 2010-up from 79% in the last report. The industry average for entertainment and electronic media is 92%-putting us above that benchmark.
v. Diversity and Community Engagement
No matter how big we grow, Comcast will always be committed to being an integral part of the communities in which we live and work. Our success mirrors that involvement, which has allowed us to create new opportunities within neighborhoods already rich in culture, experience, and perspectives. We are honored to reflect the diversity we find in these communities. We want to make a difference - every day - in sustaining the vitality of our neighborhoods...
1. Minority-Owned Banking Partnerships
We know that lack of capital is the greatest hindrance for a minority-owned bank. Through our Community Banking Initiative, Comcast helps banking institutions in our neighborhoods and across the country to overcome this obstacle and achieve financial success.
Comcast does more than simply deposit funds in minority-owned banks. In 2009, for the sixth consecutive year, Comcast arranged a $26 million 364-Day Credit Facility with minority-owned United Bank of Philadelphia as Lead Arranger. The United Bank credit facility serves as an additional source of liquidity for Comcast. In addition, Comcast also utilizes several minority-owned banks for underwriting our debt offerings and for company stock repurchases.
These partnerships provide a vital service for Comcast and generates significant fees for the participating banking institutions.
The National Urban League ("NUL") is one of the nation's largest and most respected community-based organizations. The NUL works to empower communities and to provide neighborhoods with the tools they need to ensure social and economic progress. Comcast is proud to partner with the NUL as it seeks to improve the social and economic status of African Americans.
- Comcast senior executives serve on NUL Affiliate boards and David L. Cohen, the Company's Executive Vice President, serves on its national board.
- The NUL, in partnership with Comcast, is developing programs designed to help adults attain economic self-sufficiency through good jobs and entrepreneurship.
- Comcast is a significant financial supporter of NUL events, such as the annual Equal Opportunity Awards Dinner, the National Conference, the State of Black America Press Conference, the Conversations with Leaders Series and the NULITES Youth Leadership Summit.
3. National Council of La Raza
The National Council of La Raza ("NCLR") is the largest national Hispanic civil rights and advocacy organization in the United States. The mission of NCLR is to improve lives in Hispanic communities through their 300 local affiliates. The affiliates work hard to provide direct services, resources, and assistance to Hispanic communities across the country.
In 2009, we formed a comprehensive partnership with NCLR to help address the needs of the Hispanic community. This partnership includes The Comcast Foundation's support for NCLR affiliates to support their efforts in communities where Comcasters live and work. It also includes corporate support for NCLR programs and in-kind support for awareness building efforts. This unique partnership has positioned Comcast as a key NCLR partner.
Complementing our partnership is NCLR support of Comcast Cares Day (our annual day of service for Comcast employees, their families and friends). Each year, we partner with NCLR to sponsor projects around the country. Comcasters join local NCLR affiliate members in improving their neighborhood service centers. In 2008, Comcast CEO Brian Roberts joined NCLR affiliates on Comcast Cares Day. The Comcast Cares Day work with NCLR affiliates has resulted in building stronger relationships while working together to improve the community.
Additionally, David L. Cohen, the Company's Executive Vice President, is a member of NCLR's Corporate Board of Advisors.
Our focus on diversity is reflected in The Comcast Foundation's funding priorities. The Foundation established the Diversity Fund in 2004 to support diverse, local non-profit organizations that provide workforce development and job training, teach literacy, develop youth leaders, and promote volunteerism and community service. In 2009, 67% of Comcast Corporation's contributions and The Comcast Foundation's grants were directed toward ethnic, LGBT and disability non-profit groups, up from 51% in 2008.
We are committed to diversity - in our employment practices, our purchasing decisions, our programming and our community investment. This is not only the right thing to do; it's also a core principle for conducting our business - community by community…
It is the policy of Comcast to provide equal employment opportunities to all individuals without regard to race, color, religion, creed, gender, gender identity, age, national origin or ancestry, citizenship, disability, sexual orientation, marital status, veteran status, membership in the uniformed services, genetic information, or any other basis protected by federal, state or local laws...
With Comcast, diversity goes far beyond the workplace. In fact, by partnering with organizations focused on diversity as intensely as we are, we can better shape the future of our industry. The following diversity-focused groups team up with us in order to attract, train and support women and minorities…
vii. Diversity in Vendors/Suppliers
Comcast's Supplier Diversity Program is designed to promote, increase, and improve the quality of the participation of small and diversity-owned businesses in our supply chain. We are constantly expanding our supplier base...
2. Diverse Vendor Criteria Qualifications and Applications
The Comcast Supplier Diversity Program is designed to promote, increase, and improve the quality of the overall participation of small and diversity-owned businesses in our supply chain...
3. Vendor/Supplier Diversity Metrics
We continue to be recognized as a top company for vendor diversity by numerous organizations such as DiversityBusiness.com and National Veteran-Owned Business Association. Since 2003, our metrics concerning vendor diversity within our Cable Division have improved significantly. While total vendor spending has decreased, we have successfully been able to increase the amount spent with diversity owned suppliers. The amount of money we spend with diverse vendors has grown from 2003 to 2009 by 94.7%, and the percentage of dollars we spend with diverse vendors has grown by 61% (from 7.4% to 11.9%). We also require our suppliers to report to us on their own diversity efforts, namely "Tier II" supplier diversity.
When we decided to construct our new headquarters in Philadelphia (in partnership with Liberty Property Trust), we had many goals in mind - to create jobs, build an amazing new addition to the Philadelphia skyline, and be a leader in inclusion of diverse locally owned businesses. The project generated over $12 million in tax revenues for the city during the construction period, 2,300 construction jobs, and more than $30 million worth of public improvements. The building, which was completed in 2008, is the tallest LEED-certified building in the country (For further information, please see [Section III Environmental Matters])
Our goal from day one was to incorporate work by minorities and women. In total, nearly $100 million worth of vendor contracts related to the construction activity were awarded to 73 minority and women-owned businesses, which comprised 45 percent of the vendors on the project. On a combined basis, more than 30 percent of the qualified construction contracts entered into by Comcast and Liberty Property Trust went to minority and women-owned businesses, and on the employment side, over 338,000 hours of work were performed by minorities and women, representing 21 percent of all hours worked on the project. In addition, approximately 40 percent of the Comcast design work and over 60 percent of the contracts relating to furniture, fixtures and equipment were awarded to minority and women-owned businesses.
The development team actively managed the design and construction process to ensure an inclusive atmosphere. Senior executives at both Comcast and Liberty reviewed each construction contract and only engaged with contractors that incorporated a plan for diverse employment and vendor participation in their proposal. To ensure that diverse contractors were included in the bidding process, a series of outreach meetings and targeted mailings were conducted to inform the local business community of upcoming opportunities.
Comcast has joined several large corporations to create the Inclusion Initiative. Participating companies will collectively spend $30 million with minority and women owned law firms and will challenge other companies to follow their lead.
The Inclusion Initiative will work closely with the National Association of Minority and Women Owned Law Firms to identify best practices for major corporations to maximize relationships with high quality minority and women owned law firms throughout the United States.
In recent years, Comcast's commitment to diversity has grown exponentially to focus on four strategic areas: attracting and retaining a multicultural workforce; developing a diverse supplier group; pledging significant community investments; and offering a wide selection of multicultural programming...
Find answers to frequently asked questions about Comcast's commitment to diversity here...
Read the latest news about how Comcast is helping to promote diversity in the greater community...
Our community investment strategy is focused on powering dreams in the communities we serve. Comcast cares about creating lasting impact, strengthening communities, and fostering diversity and opportunity. We work with existing local organizations to positively impact each community we serve while using our resources to bring visibility to important local issues.
In 2009, our charitable support (including cash and in-kind contributions) exceeded $400 million. The Comcast Foundation provided $13.4 million in grants to more than 500 local non-profit organizations and other charitable partners across the country. In addition, more than $360 million of in-kind contributions (mostly in the form of televised public service announcements) and $13 million in cash contributions were distributed to more than 1,500 organizations. Since 2001, Comcast's overall giving has exceeded $1.8 billion (including cash and in-kind contributions).
In 2010, we expect to contribute at least $400 million dollars in cash and in kind support to strengthen our communities and improve the lives of thousands of people across the country.
As we grew, so did our community focus. We established The Comcast Foundation in June 1999, and since then, we've given more than $77 million to the highest-quality non-profit organizations in Comcast communities nationwide...
1. Three Pillars of Community Investment
We're proud of the work we've done and the people we've helped. Learn more about programs that have been funded through The Comcast Foundation...
a. Literacy and Learning Programs
Technology can play a powerful role in enhancing the learning experience. However, without basic reading skills, it's difficult to fully benefit from all of today's technological advancements...
The Comcast Foundation distributed an estimated $3.2 million in support of literacy programs in 2009.
b. Volunteerism Projects and Initiatives
When we invest our time and energy in the community, we all win. At Comcast, we encourage all of our employees to give back - and their efforts help support an amazing array of charitable organizations...
Comcast Cares Day, a day of service for Comcast employees, their families and friends, is a company-wide initiative to benefit our larger community. Our employees first took part in what was then called Philadelphia Cares Day in 1997, in our corporate headquarters' hometown. After that, we were hooked. By 2001, we had expanded our volunteer efforts to our first nationwide Comcast Cares Day. Since 2001, there has been a 893% increase in Comcast Cares Day volunteers. In fact, more than 230,000 Comcast volunteers have donated nearly 1.4 million hours of community service to more than 2,300 projects nationwide. In addition, The Comcast Foundation grants to Comcast Cares Day non-profit partners have been more than $8 million dollars.
NOTE: There was no Comcast Cares Day in 2007 because Comcast
changed the timing of Comcast Cares Day from the Fall to the Spring.c. Scholarships and Leadership
We believe that there are fantastic students in our communities, and that supporting them can bring only good things to neighborhoods across the country...
Since 2001, we have invested nearly $13.4 million in our nation's youth by awarding nearly 13,400 scholarships. In 2009, Comcast awarded more than $1.8 million to nearly 1,900 students. In 2008, we committed $800,000 for 2009 through 2011 to the YMCA Achievers Program in Philadelphia.
We want to ensure our communities' ongoing prosperity and success. That's why Comcast has worked to develop community partnerships that support our neighborhoods with a wide variety of organizations that make a difference - including City Year, the Leaders and Achievers Scholarship Program, the Emma L. Bowen Foundation, and the T. Howard Foundation.
In 1988, Michael Brown and Alan Khazei, then-roommates at Harvard Law School, felt strongly that young people in service could be a powerful resource for addressing our nation's most pressing issues. That's why they created City Year. Today, City Year is a national organization that annually recruits more than 1,200 young people aged 17 to 24 for a year of full-time community service, leadership development, and civic engagement. Corps members focus primarily on education and youth development, serving as mentors for children in partnership with public schools, and organizing and running after-school programs. This is Comcast's largest national community partnership, and reflects Comcast and City Year's shared commitment to public service, volunteerism, and the development of youth leaders in their communities...
We have pledged $55 million of cash and in-kind support to City Year from 2003 through 2010. Our in-kind support expands our team sponsorship sites, addresses training and development needs of City Year staff and corps members and includes the airing of both public service announcements and Red Carpet Events.
Additionally, we placed Comcast executives on 11 City Year boards across the country and David L. Cohen, the Company's Executive Vice President, serves on the National City Year board.
b. Partnership for a Drug-Free America
The Partnership for a Drug-Free America® (the Partnership) is a nonprofit organization uniting communications professionals, renowned scientists, and parents to offer information and support to millions of American families as they aim to raise healthy children. The Partnership is creating a comprehensive, dynamic collection of resources to answer parents' questions, offer expert advice on addressing drug and alcohol issues throughout a child's life, and connect parents to each other through an online support community. Comcast will play a significant role in gaining maximum exposure for these resources among parents using a mix of Comcast's assets, including cross-channel advertising, the company's signature On Demand service, and its leading broadband Internet portal, www.comcast.net, to promote these much-needed tools and services for parents...
Since 2004, we have committed $105 million of in-kind support to the Partnership. This includes a recent $55 million multi-platform agreement consisting of cross channel, On Demand, and Comcast.net components. In 2009, more than $14 million of airtime was allotted for 2,500 Partnership public service announcements.
We are proud to be a national local partner with the United Way and a member of its National Corporate Leadership program - the United Way's premier program for corporate supporters. Operating in 39 states and DC, Comcast's strategic partnership brings tremendous visibility to the United Way's mission, raises necessary dollars to effectively address issues specific to local Comcast communities, and motivates employees to volunteer with local non-profit organizations...
Since 2003, our employees have made more than 150,000 pledges, raising more than $21.1 million for local United Ways, plus an additional $8 million in matching Comcast Foundation grants. That includes more than $10 million - in just the last 5 years - to the Community Impact Fund, which allows United Way to allocate dollars where they are needed most.
Comcast’s national partner, Big Brothers Big Sisters (BBBS), is the oldest, largest, and most effective youth mentoring organization in the United States. It has been the leader in one-to-one youth service for more than a century, developing positive relationships that have a direct and lasting impact on the lives of young people. BBBS mentors children, ages 6 through 18, in communities across the country.
In honor of retired Co-CFO John Alchin, Comcast has also introduced the John Alchin "Beyond School Walls" mentoring program in partnership with BBBS. The program, which pairs Comcast employees with Littles, is currently running in five Comcast offices around the country and will roll out to five additional markets through 2010.
In July 2008, BBBS of America and Comcast launched a three-year, $10 million partnership with financial and in-kind contributions to support BBBS nationally and in local markets. In 2009, Comcast exceeded the agreement with more than $14.5 million in public service announcements aired nationally.
One Economy was created to help low income communities understand the benefits of using broadband, and making it a part of their lives (what's known as "broadband adoption"). The Comcast Digital Connectors program, our partnership with One Economy, takes that mission a step further. We'll make it possible for hundreds of young adults ages 14 to 21 to develop their skills in using computers, applications and the Internet, and then take what they've learned out into their communities to make a difference.
The Digital Connectors train two to three times per week at their local school, community center or affordable housing development to hone their technical skills. The curriculum also provides them with life skills that inspire educational advancement and workforce preparation. Each Connectors team has the opportunity to see where their hard work can lead, as they interact with Comcast employees from around the country who serve as role models by lending their leadership and expertise to local programs.
Digital Connectors commit to provide several hours a month volunteering at community-based organizations, senior centers, churches, local schools, and even reaching out to their own families and friends, to make everyone aware of how broadband can change their lives and helping them to get connected.
The first Comcast Digital Connectors teams launched in spring 2009. By the end of 2010, the program will have launched in more than 30 markets across the country.
Comcast Corporation, the Foundation and our business entities often seek creative ways to partner with non-profit organizations that help make our communities stronger. In the process, we make direct connections between these organizations and our businesses, and frequently provide the technical skills of our employees.
Find out what's going on in the Comcast Community. Get the scoop on upcoming events and the latest news...
F. PRIVACY, SAFETY AND SECURITY
We hold our customers' privacy in the highest regard. We meet the very strict standards of the federal privacy laws that apply to cable operators and voice service providers, as well as those of other federal and state laws, and the security requirements of applicable laws and industry groups. We also clearly tell our customers what our privacy policies and practices are by sending annual privacy notices to them. Our privacy policies and practices for our video, Internet, and voice services are also easily accessible on our Web site at www.comcast.com/customerprivacy.
We continue to employ extensive protections for our customers against pretexting, hacking and other attempts at identity theft, or unauthorized access to account information. We also continue to enforce strict standards for obtaining account information and calling records for our Comcast Digital Voice service. For example, pursuant to federal standards we have eliminated the use of readily available biographical information in security questions to help prevent pretexters from posing as our customers. Since our services are increasingly integrated, we have extended our security protections from voice to our online Web sites, where many customers access calling records, voice messages, and bills. We carefully train all employees who have access to customer information to handle all requests from customers with sensitivity, care, and respect for customer privacy. We also handle financial and credit card information in accordance with payment and credit card industry requirements, and we periodically review and audit our practices to ensure they continue to meet these high security standards.
We continue to promote tools and information to help parents protect children's online privacy and security. Together with Common Sense Media, we are making available educational videos, rating systems, and interactive online safety areas for parents and children to learn how to use video on demand and online interactive activities more safely. We are a corporate sponsor of the Internet Keep Safe Coalition ("iKeepSafe"), working with governors and their spouses, attorneys general, and educators to help teach families how to use the Internet safely. We partner with the Family Online Safety Institute (FOSI), which develops public policy, technology, education, and special events to identify and promote best practices, tools, and methods in the field of online safety. Comcast is also a member on the Parental Controls subcommittee for the National Telecommunications and Information Administration's Online Safety and Technology Working Group (OSTWG). We continue to provide more resources for families through our online Security Channel located at http://www.comcast.net/security, through which we also provide virus protection and privacy and safety tips to subscribers. Subscribers to the Comcast High-Speed Internet service also can use tools at no additional charge to control children's access to interactive services through account settings.
We have also continued to refine and improve our practices for protecting the privacy of our employees, securing employee information with additional authentication requirements and careful storage policies, as well as encryption of sensitive information of employees and customers where applicable. We have introduced a secure and flexible Human Resources system that will give employees increased flexibility to manage their own records and limit the need to give other employees or service providers access to information about Comcast employees.
We require employees to handle all sensitive and confidential business information, including customer and employee information, in accordance with strict policies. In 2008, we introduced broad-based, general privacy and security awareness training programs to raise awareness of privacy and security issues among all employees, not just those whose jobs require them to handle customer information. We continue to deliver those training programs to our employees, as well as more specific training around particular types of information and for certain jobs that come into contact with customer and employee information. We have a security team that immediately investigates and responds to privacy and security issues, as well as ensuring that proper privacy and security practices are implemented in the product design and deployment process.
We are committed to providing employees with a safe, healthy, and productive work environment, free of recognized hazards. This is achieved through compliance with Comcast’s safety policies and procedures and for each of us to make safety a personal habit and responsibility. Employees must promptly report to their supervisor or other member of management, any potentially unsafe conditions that may exist. Employees are required to work safely, including wearing safety equipment when required by their job function.
Comcast expects every employee to perform his or her job in a safe and responsible manner and abide by the following safety guidelines:
- Follow Comcast’s safety rules and regulations which relate to the employee's specific job tasks,
- Maintain equipment in good condition and use it properly, and
- Encourage fellow employees to make safety a personal habit.
ii. Occupational Safety and Health Administration (“OSHA”)
Comcast’s safety program also focuses on compliance with all applicable OSHA regulations. We interact with state and federal OSHA agencies on a variety of issues including fall protection, work zone safety, employee personal protection, and indoor air quality. Since at least 2003, we have not received a repeat or willful OSHA citation.
Comcast employees drove over 460,000,000 miles in 2009, while logging a motor vehicle incident rate of 5.39 - a reduction of 5% from the previous year. Our 2009 OSHA recordable rate was 4.29 and lost workday rate was 1.71 - both at or below industry average. In 2009, Comcast recorded no workplace fatalities.
iii. Department of Transportation ("DOT")
Comcast has implemented programs to ensure compliance with all applicable state and federal DOT rules and regulations. Our primary interactions with state DOT agencies involve audits and compliance matters. Since at least 2003, we have not received a material DOT safety citation.
Comcast has implemented several programs to ensure compliance with all applicable local, state and federal environmental laws and regulations. The compliance programs cover, among other items, air permitting, the proper storage and disposal of chemicals, and indoor air quality. Comcast is committed to taking all reasonable steps to ensure that our business does not have an adverse affect on our environment. In the ordinary course of business, we receive Environmental Protection Agency ("EPA") inspections from local, state and federal enforcement agencies. Since at least 2003, we have not received a material EPA citation or violation.
III. ENVIRONMENTAL MATTERS
In addition to our commitment to conduct our businesses in compliance with all applicable environmental laws and regulations, we are committed to exploring new opportunities for reducing our environmental footprint. We strive to avoid adverse impact and injury to the environment and to the communities in which we conduct business.
In today's global economy, efficient use of natural resources increasingly depends on integrating innovative technologies into our lives. Studies, like the Global e-Sustainability Initiative's Smart 2020 report, show that use of communication technologies like broadband can significantly reduce global carbon emissions by reducing energy and fuel consumption. Practical examples include telecommuting, teleconferencing, and business-to-business and business-to-consumer commerce. So, in many ways, growing our business means growing possibilities for "sustainability" and protecting our natural resources.
As discussed below, Comcast is incorporating sustainable initiatives into our daily operations. For example, our corporate headquarters building in Philadelphia earned LEED Gold Certification (Leadership in Energy and Environmental Design) from the US Green Building Council, and is currently the tallest LEED-certified building in America. We promote eco-billing, e-proxy, and paperless paychecks to conserve raw materials and energy. We operate the 12th largest commercial hybrid fleet in the nation, and we are committed to hybrids for all future passenger vehicle purchases. We have initiated a successful work-at-home program for customer service agents. In addition, we have increased our recycling efforts. Responsible energy use is the right thing to do for our country, our business, and the environment. Additionally, we recently completed rigorous energy assessments of our U.S. data centers and will implement the recommended adjustments to reduce our energy consumption. We have also established a cross functional Sustainability Working Group that is charged with developing strategies to reduce our impact on the environment. We see these initiatives as our responsibility as an industry leader and a good corporate citizen.
We are determined to meet the challenges of the new global economy with the same level of entrepreneurial determination that's defined our company for almost 50 years. With leadership and innovation, we can contribute solutions for today's environmental challenges while creating a more technologically advanced tomorrow.
In creating our new 57-story corporate headquarters in Philadelphia, we partnered with Liberty Property Trust, the nation's leading developer of high-performance green office buildings. Liberty Property Trust and Comcast have worked to create a building that is an environmental leader. Whether it is the dramatic 120-foot-high Winter Garden, the vegetative roof or the erosion control and storm water management system, Liberty Property Trust and Comcast have taken every possible consideration to the environment into account.
LEED Certification
The Comcast Center has achieved Leadership in Energy and Environmental Design (LEED) Gold certification. The certification is a voluntary, consensus based national standard for developing high-performance, sustainable ("green") buildings that focuses on open space, conservation of water and energy, and a reduction in waste.
LEED certification is recognized nationwide as proof that a building is environmentally responsible and a healthy place to live and work.
The Comcast Center is the tallest LEED-certified building in the country.
Energy Conservation
- The Comcast Center courtyard's public outdoor fountain combines with shading to create an urban micro-climate during hot summer months. An underfloor loop is used to heat/cool the Winter Garden's and 6th floor Atrium Cafe's floor. This ultimately reduces energy used for heating.
- During summer months, fans at the roof of the Winter Garden exhaust hot air that rises and becomes trapped in the upper reaches. The tower saves energy by exhausting hot air instead of cooling it using air conditioning.
- The Comcast Center provides 70% shading in the summer through the use of shading devices and site positioning. This reduces the urban heat-island effect caused by the city pavement absorbing the sun's heat.
- Additionally, the glass curtain wall blocks 60% of heat from the sun, while allowing 70% of the sun's visible light to be transmitted, which provides ample daylight while reducing energy used for air conditioning.
Water Conservation
- The Comcast Center's water-saving fixtures save 3,000,000 gallons of drinking water every year, 41% less than a typical office building.
- The Comcast Center uses water-saving fixtures and waterless urinals in all restrooms.
- Save 1.2 million gallons of urinal-water use every year
- Save 18.9 million drinking glasses of potable water every year
- The water-saving fixtures also save 4,950 gallons of sewage from entering Philadelphia's sewage system every day, 24% less than a typical office building.
- The project's water-conserving irrigation system saves 44,200 gallons of water every year, 52% saving from a typical office building.
Waste Reduction
- The Comcast Center recycled over 77% of the waste from demolishing the previous building, diverting it from a landfill.
Recycling Plan
- During normal operation, the Comcast Center implements a comprehensive, year-round recycling program for occupants.
- Liberty Property Trust, as part of their janitorial services contract bidding process, made a strict criterion for the use and selection of "green" cleaning products.
C. ALTERNATIVE FUEL CAPABLE VEHICLES
Comcast has the fifth largest fleet of vehicles in the United States and is proud of its progress in the area of alternative fuel capable vehicles. Our fleet includes both hybrid and flex fuel (E-85 capable) vehicles. As reported by Automotive Fleet Magazine in November 2009, Comcast has the 12th largest private (non-governmental) fleet of hybrid vehicles in the United States and the 2nd largest number of hybrid and alternative fuel capable vehicles in the communications industry. We have 165 hybrid and over 2,400 flex fuel vehicles in our approximately 39,000 vehicle fleet, which means six percent of our fleet is alternative fuel capable, the highest percentage in our industry. We will continue to purchase alternative fuel capable vehicles and use alternative fuels where it proves operationally responsible.
In addition to selecting and procuring vehicles that balance the needs of our workforce and the environmental impact, we have other initiatives with our fleet that contribute to lower CO2 emissions and reduce fuel consumption. For instance, where feasible, we install lightweight material and equipment inside vehicles that results in a 1-5% immediate fuel savings thereby directly reducing CO2 emissions.
In 2008, Comcast introduced a paperless invoice program, Ecobill, that enables our customers to receive their bills electronically. As of March 19, 2010, 4.6 million or 19.7% of Comcast's subscribers have enrolled in Ecobill. Ecobill lowers the costs of printing customer bills and reduces the amount of paper consumed. For example, our customers who have enrolled in the Ecobill program will conserve approximately 66.2 million pieces of paper and 111.4 million envelopes.
During 2009, Comcast continued awareness of Ecobill through employee and customer communications, including joint marketing with banks promoting electronic payments. Plans for 2010 include partnering with banks and card associations to promote Ecobill and creating opportunities for incentives and sweepstakes at local markets. Also, in 2010 we expect to electronically deliver certain legal and regulatory notices to our customers, who currently receive paper copies.
Comcast takes advantage of the Securities and Exchange Commission rule allowing companies to furnish proxy materials to their shareholders via the Internet. This e-proxy process expedites shareholders' receipt of proxy materials, lowers our costs, and reduces the environmental impact of our annual meeting of shareholders. Beginning in 2008, we mailed to our shareholders of record and beneficial owners a Notice of Internet Availability of Proxy Materials containing instructions on how to access the proxy statement and our Annual Report on Form 10-K via the Internet and how to vote online.
In its first year, e-proxy reduced the number of printed proxy materials by 85%, or approximately 3.4 million copies, which translates to a savings of 170 million sheets of paper – the equivalent of approximately 3,300 trees. By saving 121 tons of paper, Comcast reduced the amount of waste water produced by about 778,000 gallons.
Comcast has successfully continued this method for distributing proxy materials.
At the beginning of 2010, Comcast implemented Ecopay, our initiative towards a "greener" payroll process. Most employees no longer receive a paper direct deposit statement. Instead, employees access their payroll information online. It is estimated that Ecopay will save over 2 million pieces of paper each year.
G. REAL ESTATE AND FACILITY MANAGEMENT
As part as our ongoing effort to promote "green" or sustainable facilities, our corporate real estate group, which has a portfolio of just under 3,400 properties in 39 states, is encouraging the design, construction, and maintenance of buildings that incorporate environmentally responsible practices. This initiative specifically involves the following strategies:
- Evaluating building sites for the efficient use of parking, availability of alternative transportation for employees and responsible storm water management. In addition, sites are preferred that are close to our customer's homes and businesses thereby minimizing drive time and gasoline for truck rolls.
- Decreasing water consumption by using low flow and waterless fixtures and promoting water conservation.
- Decreasing energy consumption by evaluating building envelopes, implementing preventative maintenance programs for building equipment, and using energy efficient light systems, high efficiency HVAC systems, building control systems and electrical systems.
- Evaluating building materials for appropriateness of use that limits environmental and health impact over their life cycle.
- Encouraging recycling of construction waste and recycling of cardboard, paper, metal, cans and bottles.
- Evaluating indoor environmental quality for physical, visual and acoustical comfort. Whenever possible, open work plans that take advantage of natural light are encouraged.
- Increasing employee awareness regarding their impact on building and equipment energy consumption through communication, education and training.
Comcast recognizes that promoting these positive goals not only is important to the overall environment but also provides the added benefits of lower operating costs, reduced energy consumption, increase value of facilities, and enhanced productivity and workplace satisfaction.
In 2008, Comcast created and made available to all employees responsible for real estate activities design criteria specifications that incorporate these goals. These specifications are LEED compliant and are intended to be used whenever Comcast builds a new property or makes significant renovations to existing structures. In 2008, there were eight major construction projects that incorporated these specifications, and in 2009, there were twelve major construction projects that incorporated these specifications.
The Potomac Data Center in Centennial, Colorado, is an example of Comcast's commitment to environmental sustainability. In June 2009, the data center was opened. It is constructed with an innovative energy efficiency design that features several environmentally positive attributes, such as:
- Advanced building automation controls - controls the operation of air conditioning, heating and lighting for maximum efficiency thus reducing energy use.
- High efficiency chillers - high efficiency minimizes electricity usage.
- Water side economizer - uses low outdoor air temperatures to provide cooling to data center equipment, which reduces the need to run mechanical chillers that are powered by electricity.
- Segregated data center equipment based on heat generation and electrical power usage - cooling capacity can be controlled based on specific needs of the equipment.
Comcast's Data Center management team contracted to perform energy audits at our West Chester, Pennsylvania and Moorestown, New Jersey data centers. The audits were designed to identify energy usage costs at both data centers, evaluate and identify current operating procedures and, based on findings, propose changes to operating procedures and recommend equipment replacements and/or upgrades designed to reduce overall energy consumption. As a result of these audits, operating procedure changes have been implemented and energy usage is being tracked to validate the changes which will result in reduced energy consumption. Recommendations for equipment replacements and/or upgrades are being evaluated.
Comcast has deployed over 17,000 mobile computers to its field service technicians. This technology enables many of those technicians to go directly to their first service call in the morning, eliminating their need to drive to the office to get their assignments (by paper work orders). This program reduces their mileage on the road and gas consumption, and is a great example of how a green initiative can also make a positive impact on Comcast's business operations.
J. VIRTUAL CUSTOMER ACCOUNT EXECUTIVES
We have implemented a successful virtual customer account executive program in which Customer Account Executives ("CAEs") work from home. Approximately 1,000 CAEs, or 5% of our agent workforce, spread across all four Cable divisions, work from home. In addition to the positive employee satisfaction impact, the program reduces the need to construct/expand call centers, allows employees to work part-time or split shifts and reduces the CO2 impact from employee commutes to and from work.
K. SUPPLY CHAIN RECYCLING EFFORTS
Comcast has partnered with certain of our vendors to implement and promote green initiatives. We have successfully moved all but one of our manufacturing vendors away from using Styrofoam end caps to secure our equipment while transporting to our warehouses. The manufacturers are either using a pulp end cap that is 100% recyclable, or individually boxing our equipment and securing it to a pallet in order to safely transport the equipment to our warehouses in recyclable cartons.
Our distribution vendors, who help us ship our products to our customers, are able to reuse or repurpose all outer cartons to further reduce the cost of purchasing new cartons. Corrugated material that cannot be reused is appropriately recycled by grinding and is retrieved by a recycling company.
In 2000, Comcast began to launch Self Install Kits ("SIKs") for our High-Speed Internet products. By 2009, approximately 2.2 million SIKs were shipped to our customers for our High-Speed Internet, video and digital voice products. Our customers can call 1-800-COMCAST to have a kit mailed to their home, thus reducing the number of truck visits. The cardboard used in the kits contains an average of 60% recycled content, all products are printed with very low-emission, vegetable and water-based inks, and 98% of our kits and their contents can be recycled by the customer.
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