Month: May 2023

DENVER, Colo., May 18, 2023 /3BL Media/ — KeyBank has named Brianna Adams as vice president, corporate responsibility officer for the financial institution’s Colorado and Utah markets. In this position, she will oversee the philanthropic budget and investment strategies to meet community needs, as well as create and maintain relationships with community-based, charitable and non-profit organizations. In addition, she will oversee KeyBank’s Community Reinvestment Act (CRA) compliance goals throughout Colorado and Utah. Adams succeeds Debbie Trujillo, who recently retired as CRO after 20 years at KeyBank

“I am thrilled for Brianna to join our KeyBank team and look forward to having her lead and continue growing KeyBank’s robust community outreach efforts,” says Stacy Thompson, senior vice president, corporate responsibility and community engagement at KeyBank.

Most recently, Adams served as associate vice president, community development officer for Independent Financial. There, she identified, developed and maintained partnerships throughout Colorado to meet community need and fulfill CRA service, lending and investment objectives. She serves as a sustainability committee member for Habitat for Humanity of Colorado and an executive advisory board member for Bank On Denver. Adams holds a bachelor’s degree from the University of Alabama.

KeyBank has received 10 consecutive “Outstanding” ratings from the Office of the Comptroller of the Currency for reaching the highest standards of the CRA, one of the only U.S. national banks to be rated “Outstanding” by the OCC for 10 consecutive review periods, since the Act’s passage in 1977.

About KeyCorp 
KeyCorp’s roots trace back nearly 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $198 billion at March 31, 2023. Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 1,000 branches and approximately 1,300 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank is Member FDIC.

When we started Trane Technologies just over three years ago, we knew that delivering on our purpose to boldly challenge what’s possible would require a strong culture. But culture can only evolve when it’s paired with a positive employee experience that attracts, grows and retains the very people who will continue to move it forward.

Research shows that companies that invest in delivering great employee experiences outperform the S&P 500 by 122%. Providing a great employee experience can also boost engagement, providing many benefits, including increasing profitability by up to 23%, reducing absenteeism by 41%, and boosting productivity by 17%.

While Trane Technologies has always invested in our people and culture (we’ve had strong annual employee retention and an employee engagement score that consistently falls near the top-quartile of thousands of companies across all industries), we wanted to take our employee experience from good to great. That’s when we started asking ourselves two key questions: Why should employees come … and why should they stay?

This is how we redefined our expectations for how employees should experience our workplace—often referred to as an employee value proposition (EVP). 

Building and nurturing

Developing a strong framework that reflected our EVP took a healthy dose of time and partnering with our businesses and employees. We used a multi-faceted approach to developing and defining our view of a great workplace culture, understanding the expectations and needs of our employees – while also matching our commitment to lead sustainably for our customers, communities and people.

In the development stage, we held listening sessions with employees to get insight into what they needed to be successful in our organization. We conducted surveys, measuring how people feel about the workplace and what we can do to improve. What we ended up with was a clear set of expectations – a framework – that guides our decisions, shapes our offerings and helps us articulate what matters most to our people.

An “always on” approach

Even after defining our employee value proposition and the framework, we dug deeper. We regrouped with employee groups who support our company in different ways, such as our hourly manufacturing employees, to ensure our offerings and promises tied to their expectations and experience. Based on their input, we refined it.

We also hosted an in-person event to assemble the leaders and program owners who work each day to protect and enhance our offerings and help make employee experiences rewarding and sustainable. We brainstormed, learned from each other, and shared how we can lean into different areas of the employee experience and work together to provide a better workplace for our people.

We asked a few leaders to share how their work connects to our employee experiences and the success of our company. Here are their perspectives.

Why people come and stay

Our EVP promises employees a work environment where people uplift one another, make a positive impact on the planet, and can thrive both at work and at home. But an employee experience needs to be more than words on a page. Now that we defined our EVP broadly and for key employee groups, the real work begins.

We’re continuing the work to educate, enable and empower our people leaders so they can uphold the promises we’re making to our employees. We’re also using our EVP as a guide as we consider new programs for our team members. Most importantly, we’re continuing to listen in all directions to make sure that the experience we set out to create is felt across the organization.

The people who work at Trane Technologies are the best representation of who we are—we owe it to them to cultivate a workplace where they thrive because when they do, the business does too. By consistently delivering on our promise and nurturing its health, we are putting ourselves in a position to achieve and benefit from a diverse, inclusive workforce with the best people to achieve our ambitious goals.