Strategic Approach to Community
Involvement and Partnerships
Driving Principle: The Code of Commitment
The Caesars Code of Commitment governs the conduct of
our business.
It is a public pledge to our employees, guests, communities,
and the environment to honor the trust they have placed
in us.
A Commitment
to all our
employees
A Commitment
to all our
customers
A commitment
to all our
communities
to treat them
with respect
and provide
satisfying
career
opportunities
to promote
responsible
gaming
to help make
them healthy
and vibrant
places to live
and work
A commitment
to responsible
stewardship of
the
environment
Employees participate in the community
through each pillar of the Code
Each property hosts a HERO team as the primary form of
Employee Community Involvement = 600+ HERO Events in 2012
Community
Found/Corp/Propy
Employees
Community Relations &
Philanthropy Volunteerism
Engagement
Guests
Environment
Responsible Gaming
Environmental
Social Impact
Sustainability
Employee Community Involvement Helps…
Make the
communities
where Caesars
operate healthy
and vibrant
Focus on older
residents,
environment, health
and wellness.
Diversity is underlying
value of all focus areas.
Enhance the
experience that key
external
stakeholders have
with Caesars
E.g. Guests, policy
makers, regulators,
elected officials and
suppliers
Partner with them collectively
make greater contributions to
societal causes.
Enhance
employees’
workplace
experience by
offering ways
to serve
that are higher impact than
what they could do on their
own, support causes they
choose
By
Developing companywide
turnkey high-impact ECI
opportunities
Signature Programs
Programs & Resources “In a Box”
Having properties design
their own ECI
Through 1/3 of ECI
“Role model” targets among
managers
Supporting employee
interests
“Caesars Walk”
Incentivizing and rewarding
employees to volunteer on their
own and report their hours.
ECI Goal: Highly integrated and highly leveraging
of company assets for social impacts
high
Integration into
business
functions
• High business
effectiveness (ROI)
• Low societal
effectiveness (SROI)
•High business
effectiveness (ROI)
• High societal
effectiveness (SROI)
• Low business
effectiveness (ROI)
• Low societal
effectiveness (SROI)
• Low business
effectiveness (ROI)
• High societal
effectiveness (SROI)
low
low
high
Leveraging of corporate assets for
the benefit of societal causes
Sources: Based on the work of Michael Porter and Mark Kramer.
Current Goals
Targeted increase in “new
employee” participation rates for
HERO/CodeGreen programs with
line level employees.
• 10% in year over year reporting of hours
• Managers: 5% point increase in FTE participation, 2%
point increase in Leadership
Continue to grow blended
signature programs which affect
multiple strategic giving and ECI
areas:
• National Park Trust Buddy Bison and Kids to Parks Program
• Rebuilding Together
• Wellness: Relay For Life /Breast Cancer Awareness Month
Continue CodeGreen Annual “All
Employee” Community Facing
Programs
• CodeGreen Day Challenge
• CodeGreen at Home
Growth & Strengthening of
Programs
• Meals on Wheels and Second Wind Dreams
• Caesars Walk
• The Big Green Bus
• CodeGreen programs with line level employees