    [Public Papers of the Presidents of the United States: William J. Clinton (1996, Book I)]
    [March 23, 1996]
    [Pages 495-502]
    [From the U.S. Government Publishing Office www.gpo.gov]

    Remarks to the Community in Cincinnati
    March 23, 1996

        Thank you so much. Thank you for the wonderful welcome. Thank you,
    Mayor Qualls, for the kind things you said, for making me feel so
    welcome here, for your outstanding leadership for Cincinnati. And
    congratulations on the recent success of your education and your stadium
    referendum. That was a very impressive thing.
        Thank you, Father Hoff, for making me feel so welcome here at
    Xavier. You know, I graduated from Georgetown. I tell everyone I'm the
    closest Baptist you'll ever get to a Jesuit. [Laughter] And I'm
    delighted to be here. The Jesuits have always been famous for their
    humility. I hope Father Hoff doesn't get in trouble for saying that now
    that I had seen the Pope three times I could finally come to Xavier.
    [Laughter] But I'm trying to move up in life, and I enjoyed it.
    [Applause] Thank you.
        I want to say a warm word of thanks to my good friend Senator John
    Glenn. Hillary and I admire John and his wonderful wife, Annie, so much.
    I want all of you to know that one of the most challenging jobs we've
    had in Washington in the last 3 years is to figure out how to downsize
    the Government without undermining the quality of service we're giving
    to the American people. And we now have the smallest Federal Government
    in 30 years. It's 205,000 people smaller than it was when I took office;
    by the end of this year it will be the smallest Federal Government since
    John Kennedy was President. But if you want to do that in ways that
    first, are humane to the employees in-

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    volved--that do the maximum amount through early retirement or give the
    employees time to find other jobs and generous severance packages--and
    don't hurt public services, it takes a really careful strategy. And the
    leadership of John Glenn, from his committee, telling us how to do this
    and helping us do it, was absolutely essential. And the whole country is
    in his debt for that and for many other things, and I wanted to say that
    in front of his constituents today so that you could know he deserves a
    lion's share of the credit for what we did.
        I'd like to thank the young musicians for playing ``Hail to the
    Chief'' so well. Thank you very much. I'd also like to say that Felisha
    Coady can sing for me any time. I thought she was great.
        You know, I love coming to Cincinnati today because Cincinnati
    really disproves something that Mark Twain said about you a long time
    ago. Remember what Mark Twain said about Cincinnati: ``If the world
    would end, I'd come to Cincinnati, because everything happens here 10
    years later.'' [Laughter] That's not true.
        Cincinnati is ahead of the times in many ways. I saw it today in
    looking at the remarkable work that you're doing with the communications
    between the school systems here and the universities and the business
    community, trying to help every young person succeed. I saw it in the
    votes that were cast in the referendum. I see it in the growth of the
    phenomenal businesses you have here. I see it in your successful
    obsession with basketball. I see it in many ways. So I am honored to be
    here today. And what I want to talk to you about today is something that
    will affect the lives of every person in this audience, but especially
    the young people. And let me begin with a little background.
        I ran for President in 1992, having been Governor of my State for 12
    years, because I was literally obsessed with trying to deal with all the
    sweeping changes going on in our Nation and world in a way that would
    allow us as a people to achieve three critical objectives. One is, I
    wanted then and I want now for this country to go into the 21st century
    in a way that every American who is willing to work for it will have a
    shot at the American dream.
        Secondly, I wanted to maintain the leadership of the United States
    at the end of the cold war as the world's strongest force for peace and
    freedom, for security and prosperity.
        And thirdly, I wanted to see this country come together around its
    basic values, not be divided as it too often is, especially in election
    season. If you were to ask me 3 years later what the most important
    lesson as President I have learned, it is this, simply: When we are
    divided, we defeat ourselves; when we work together, America always
    wins.
        And so I began to work on these objectives. I believed that we
    needed a new economic policy. I believed we needed a new social policy
    that emphasized personal responsibility as well as giving people the
    opportunity to escape the problems before them. I believed that we
    needed a new, aggressive, sharply focused policy in the world that got
    America more fair trade agreements and reduced the threats of not only
    nuclear war but terrorism and the spread of weapons of mass destruction.
    And I thought we had to dramatically change the role of Government, to
    make it smaller and less bureaucratic and less burdensome but still very
    strong and effective in working with the private sector to create an
    environment in which individual citizens and families and businesses and
    schools and community groups could make the most of their own lives by
    working together.
        Now, 3 years later, you see the incredibly impressive dimensions of
    the time in which we are living, including some things that seem to be
    paradoxical. And so let me describe this time as I see it, to explain
    why I've come here to talk about this issue of not only our
    responsibility in Government but business' responsibility to make a
    better future for the United States and for the working people of
    America.
        Consider just the last 3 years. Three years ago we had much higher
    unemployment. The jobs we were creating were overwhelmingly lower paying
    jobs. The deficit was more than twice as big as it is now. Well, after 3
    years the good news is that the deficit is half of what it was 3 years
    ago; that our economy has produced over 8.4 million jobs; that in 1995,
    most of those jobs actually paid above average wages, not below, those
    new jobs; we've had 3 years in a row of record new formations of small
    businesses; our trade is at an all-time high with other countries;
    interest rates have been low for home mortgages, so homeownership's at a
    15-year high.
        That is the good news, and that is good news. America has recovered
    our lost lead. We now lead again the world in the sales of automobiles

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    and semiconductors. Every year there is a World Economic Forum in Europe
    that votes on the most productive economies in the world. After we had
    slipped to fifth 4 years ago, for the last 3 years we've been voted
    first by a panel of international economists again. America is number
    one. That's good news.
        If you look at where we are with our social problems, the crime rate
    is lower, the welfare rolls are lower, the food stamp rolls are lower,
    the poverty rate is lower, the teen pregnancy rate has dropped; what has
    gone up is child support collections in the last 3 years. I think that's
    very hopeful for all of us.
        Now, we'll never come together again until we acknowledge some
    truths, though, the other side of this time of change. First, on the
    social side, all of those things are lower, but they're all still too
    high. They're all still too high. And I'm not going to talk at great
    length about that today, but I will say this: If we know what brings the
    crime rate down, which is more police officers on the street and
    community policing, effective partnerships in the community, and giving
    our young people something to say yes to as well as something to say no
    to, we ought to do more of it, not less of it. We shouldn't turn away
    from that.
        If we know now, because I have given the States and localities more
    freedom to experiment in the area of welfare in 3 years than occurred in
    the past 12 years combined, even though the Congress has still not
    passed welfare reform legislation that is both tough on work and good
    for children, almost three-quarters of the people on welfare in America
    today are under welfare reform experiments because our executive branch
    has just told the States to have at it. And if we know what works, which
    is investing in children, providing work alternatives, being tough and
    requiring people to go to work, but making sure there is a job there and
    making sure the kids aren't punished, then we ought to do more of it,
    not less of it. That's what we ought to do. We need to do that.
        But let me come back now to the economy. How do you square all of
    those good statistics I just gave you with the fact that you constantly
    read articles about businesses downsizing; you constantly read articles
    about people who've worked harder and harder without a raise in years
    and years; you constantly see from your own experience that there are
    communities that have not been touched by any economic recovery? How can
    those two things be squared?
        I want to focus on that today and what everybody's responsibility
    is. The truth is that the good news is true and so is the bad news. So
    are the problems. They're both true. Why? Because we are entering a new
    economy that is so different that we're going through the period of most
    profound change that we've been through in 100 years.
        It was 100 years ago when most Americans stopped living on the farm
    and started living in towns, cities; 100 years ago when most people
    stopped working on the farm and started working in factories or in
    businesses that supported factories or depended upon them. And when that
    happened, there was a great uprooting of the patterns of life in
    America. And a lot of people had untold new opportunities and a lot of
    people had a lot of money that they never had before. And a lot of
    people were left out in the cold and sort of felt like they were
    twisting in the wind.
        And America developed what was called then a new progressive
    movement--and its first embodiment was a great Republican President,
    Theodore Roosevelt--which began to ask the question: What are we going
    to have to do together to reap the benefits of the industrial era when
    most of us are now living in towns and cities, not living in the country
    anymore, in order that every American will be treated fairly and we can
    grow stronger together? That's what the big debate was.
        That debate went on for 50 years, from the late 1800's arguably
    until the end of World War II, when with the GI bill and a lot of other
    things, the United States of America built the greatest middle class the
    world has ever known and we had 30 years in which all Americans' incomes
    were growing, whether they were in the poorest part of our income scheme
    or the wealthiest part. And we had a very strong, growing country that
    was growing together.
        Then along comes the information and technology revolution. And now
    most economic markets are not national, they're international, the
    market for money, the market for products, the market for services, more
    and more global. Now most work is done with the mind, not with muscle,
    even in factories. Now, because of the information revolution, the
    nature of the workplace itself is changing.

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        How could I reduce the Federal Government by 205,000 people and
    nobody know it in Cincinnati? Why? Because of the digital chip. Because
    fewer people can do more work that is related to information gathering
    and dissemination. It is the most sweeping change in 100 years.
        Bill Gates, the great computer genius who founded Microsoft, says
    that the digital chip is the most significant change in communications
    in 500 years since Gutenberg printed the first Bible in Europe. And that
    explains how you can have all this basically good news and still hear
    these gripping stories of people who are caught in the crosswinds of
    change.
        There are basically three groups of Americans who are caught in
    those crosswinds. Number one, there are people who live in isolated
    inner-city neighborhoods and isolated rural neighborhoods who have felt
    no economic recovery because they don't have new jobs there; it's hard
    to get the investment in.
        Number two, there are the people, principally those in the bottom
    half of the hourly wage earners of America, who work harder and harder
    and don't seem to ever get a raise because they don't have a special
    educational skill that a rich country can pay high rewards to in a
    global economy where people who live for things we can't live on can
    send products into our markets.
        And number three, there are these people who have worked all their
    lives for big companies that are now being downsized either because they
    have to, to survive, or because if they do it, they can make more money
    because they don't need as many people, especially in middle management,
    anymore. And you've been seeing a lot of their gripping stories. A lot
    of them are about my age.
        You know, when you're 50 years old and you've worked for the same
    company for 25 years and you've got two kids about to go to college and
    you get laid off and you think, ``My goodness, I'll never get a job
    paying this again; how am I going to send my kids to college,'' it's not
    a very comfortable thing for somebody to say, ``Well, relax, the
    President just signed a telecommunications bill and it's going to create
    3 million jobs in the next few years; go to work for Sprint or MCI.''
    And you say, ``But I'd have to go 500 miles away, and I've got this home
    mortgage and I've got these two kids that are just about to get out of
    high school, and what am I supposed to do?''
        So the good news is true, folks, and it's important. The United
    States has created 8.4 million jobs in the last 3 years and 1 month. And
    during that time the people in the other big six economies of the world
    have created a net zero. Three of the countries have created a few
    thousand jobs, three of the countries have lost a few thousand jobs;
    they netted out zero. So the big seven economies of the world have
    created 8.4 million jobs in the last 3 years, all of them in America. I
    wouldn't give that up for anything in the world. That's nothing to
    sneeze at. That's something we should want.
        So the question is, how do we do today what was done 100 years ago?
    How do we keep the dynamism of the American economy? How do we go
    forward into the future with great confidence? How do we do it together
    in a way that enables us to achieve our objectives? Every American
    willing to work for it has a shot at the American dream, we have
    stronger families and better childhoods for all of our people--how are
    we going to do that? That is what I want to talk about today.
        Yes, the Government has certain responsibilities. I've described
    some of the things we have already done. There are other things that we
    should do in Government. We ought to finish the work of balancing the
    budget to get interest rates down even further in a way that will enable
    us to invest and grow our economy. We ought to do that without cutting
    our investments in things like education and the environment and
    research and technology and college loans and college scholarships, the
    things that will grow the economy. We should do that, and we can do it.
        We ought to pass some tax relief for average families, and I think
    the most important tax benefit we could give America at a time when
    education is critical to income in the future is to give every American
    family a deduction of up to $10,000 a year for the cost of college
    education. I believe that.
        Now, there are other things that we ought to do. But let's face it,
    one of the things that we have done in downsizing the Government is to
    become even more reliant on the private sector. A far higher percentage
    of the new jobs created in our administration are private sector jobs,
    as compared with the jobs created in the previous 12 years. I want it
    that way. But if that is true, that means that this new era puts even
    more responsibility on that private sector

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    not only to grow and do well but to help in dealing with the
    dislocations, the problems, and the challenges that this new age imposes
    upon us.
        That's what I want to talk about today. And I don't want to ask you
    if you agree with me on all these things, but at least I want you to
    think about this, because we have to succeed as citizens, as workers,
    and as parents in order for America to grow. We all have mutual roles.
    And let me begin again by saying what I said before: Our business
    community is the engine of economic growth that's the envy of the entire
    world. The most fundamental responsibility of any business in a free
    enterprise system is to make a profit. That's how they hire people and
    pay them. That's how they serve their consumers. So that's important.
        But we recognize that there are other responsibilities as well. Some
    businesses are in trouble and some businesses are so small they can only
    worry about the bottom line. But what I want to say to you today is that
    a lot of businesses in America today never make the headlines because
    what they're doing is good in trying to help people cope with all these
    changes. And in trying to help their employees cope with these changes,
    they're actually making more money.
        So as we look ahead we should ask ourselves, what is the role of
    Government in this new era? It should be smaller, it should be less
    bureaucratic, but it should be strong enough to help to create a climate
    which enables people to make the most of their own lives. What is the
    role of business in this new era? It should first and foremost do well,
    make money so you can hire people and contribute. But it should,
    whenever possible, do well in a way that strengthens families and grows
    the middle class in a way that develops a loyal, productive work force
    for the business and keeps the middle class alive so we can support all
    these businesses by buying the goods and services that they produce.
    That is the balance that we must seek to achieve.
        It is also true that none of us exists in a vacuum. Business leaders
    would be the first to say that they are not motivated solely by economic
    considerations. I just talked about the work here done in Cincinnati in
    trying to develop the capacities of our young people here. And John
    Pepper of Procter & Gamble was there. They've invested a lot of money in
    this. I don't know if it helps their bottom line in the short run, but
    in the long run it's the morally right thing to do. I think it will turn
    out to be good for the company, by building a community that's positive
    to live in.
        The other day I was with three grocery store chains who announced
    that they were going to give up all their vending machines for
    cigarettes because they couldn't enforce the law that says it's illegal
    for young people under the age of 18 to smoke. And they didn't want to
    be a part of it, so they're just going to give up the income. They're
    just going to give it up.
        So I think it's important to recognize that there are a lot of
    incredibly good things going on in the private sector today. And that's
    what I want to talk to you about, because the people of this country are
    our most important asset. And our ability, first of all, to develop the
    educational capacity of our people, and secondly, to develop good values
    and a good sense of partnership in every workplace in America is going
    to be critical to our future. Because you look at the work--you can move
    technology anywhere. You can now move information anywhere. You can move
    money anywhere in the flash of an eye. What we have that is special--
    what you have that is special in Cincinnati are what's been done here
    already and the people who live here. That's what's special. That's the
    key to the future.
        So I believe that the Government has a responsibility to create a
    framework in which the economy can grow. And the Government has a
    responsibility to help people who fall between the cracks in this new
    era.
        The private sector also has some challenges facing it, and many
    companies are meeting those challenges. Let me just mention five; one or
    two were mentioned by Senator Glenn. First and most important, we have
    to encourage companies to be more family friendly, because most parents
    work, most parents work. Most of us who are parents believe that that's
    still our most important job. For all my responsibility to you, I still
    think it's my most important job. So we have got to work for a country
    where people can succeed at home and at work.
        Let's take Procter & Gamble; I'll talk about their policy. When a
    P&G employee gives birth to a child, she gets a year of maternity leave;
    then eligible for up to 5 years of reduced work hours to have more time
    to care for the child. Now, arguably that costs some money, but argu-

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    ably you get it back in a fanatically loyal employee who can stay with
    the company for a longer period of time. Not every company can afford to
    do that, but those who do wind up doing pretty well. The company offers
    direct subsidies for child care, so that children can have a more safe
    and secure environment.
        The first major bill I signed into law was the Family and Medical
    Leave Act, which requires most companies except the very smallest ones
    to at least give people some time off without losing their job when
    there's a baby born, a sick parent, or some other kind of family
    emergency. I think that that is a very important principle. If we want
    to succeed in a world where most parents have to work, then the
    workplace has to be more family friendly. And the Government and all the
    rest of us should do whatever we can to give the incentives and the
    encouragement to the business sector to make those workplaces family
    friendly.
        Secondly, we need to encourage companies, even the smaller
    businesses, to find ways to give their employees access, at least, to
    health care and to retirement. You know, now that more and more people
    are working for smaller companies, we have a smaller percentage of
    people in the work force with health insurance tied to their job than we
    did 10 years ago. And we're the only wealthy country in the world that
    doesn't provide a system for health insurance for all working families
    when they're under 65; Medicare takes care of it for everybody over 65.
    This is a big challenge. The same thing is true with pensions. More and
    more small businesses are developing what are called defined
    contribution plans instead of defined benefit plans. And more and more
    people now are changing jobs before they stay 10 years on the job and
    before their pension vests.
        So what do we have to do? We don't want to stop the dynamism in the
    economy. If you try to freeze things, unemployment will go up. We want
    to keep creating jobs. So what do we have to do? We have to develop
    health care packages that people can carry around with them from job to
    job. We have to make it easier for small businesses to take out pension
    plans for the owners and the employees. And we have to develop some
    portability provisions so that people can carry those pension plans
    around, including being able to stop contributing in the period when
    they're unemployed and pick it up again and make up the difference.
    We've got to do some things like that if we want people to do well over
    the long run.
        I met a young man at the airport when I came in today, wrote me a
    letter about his mother not being able to get health insurance, and it
    led to his mother being able to get health insurance. But the Kassebaum-
    Kennedy bill that Senator Glenn spoke about is the first step along the
    way. It doesn't solve all the problems, but it's a first step along our
    journey to developing a system that will enable the economy to continue
    to grow and provide some economic security for families who need it. It
    simply says that you can't automatically lose your health insurance when
    you change jobs or when somebody in the family gets sick. That's what
    health insurance is for, to cover people when they get sick.
        We also need to make it easier for small businesses to buy in the
    insurance pools that are large so they can buy insurance more cheaply.
    But we also need to encourage and laud and lift up companies that
    provide these kinds of benefits. Starbucks Coffee is a big chain now in
    America; it hasn't always been a big chain. But they provide health
    insurance for their employees, quite unusual in that kind of business.
    And why do they do it? Well, they think it's the right thing to do, but
    they also conducted an analysis of why there was so much turnover in
    that line of work. And one reason was all these young people who work
    for them said, ``We can't get any health insurance; we would stay a year
    and go do something else.'' So they discovered that it cost them $1,500
    to train a new employee, which meant if they bought health insurance for
    their work force--most of whom are young, healthy, and single--and they
    stay 3 years instead of one year, they would make up all the money and
    still some. So sometimes it's possible to do right and do well, and we
    should encourage that.
        The other thing we need to do is to do more to encourage companies
    and to challenge them to invest in their employees. I got a letter the
    other day from a man who is head of a big high-tech company who said the
    single most significant challenge facing the American people today in
    the area of education is reeducating the existing work force; it's the
    only way to get incomes up. We have got to help people do that.
        Now, there are lots of companies that are doing this. The American
    people need to know about it. We need to lift them up. Others need

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    to be encouraged to follow their lead. They should get telephone calls
    and ask how they did it and made money besides. You take one of my
    favorites, Harley-Davidson, because they brought motorcycles back to
    America; they set up basic reading, writing, and math skills instruction
    at an on-site learning center and they made money out of doing it,
    because their employees became more productive.
        Xerox, a lot of other companies, do this. United Technologies will
    permit a person who is an employee there to go back to school for any
    degree program, whatever--it doesn't even have to have anything to do
    with their job--and they'll pay a lot of the tuition and give them half
    the time off.
        We need to look at what the policies of good companies are and lift
    these companies up and ask ourselves: Is there something the Government
    can do, something the community can do to make it easier for others to
    do this? But this is an important thing.
        The fourth important point, I believe, is to encourage business to
    work in greater partnership with their employees. That can mean a lot of
    things. It can mean a greater voice in the production process. It can
    mean good faith in collective bargaining. It can mean gain-sharing of
    all kinds, sharing the benefits when times are good if you have to share
    the burden when times are bad. It can mean that when there has to be
    layoffs, it can mean having policies that really work to at least let
    the employees know that you're doing your best to make sure they can
    move from this life to another one.
        I was at an interesting company in California a couple of weeks ago,
    Harman International, where they make a lot of electronic speakers for
    sound systems for automobiles and offices and homes and everything else.
    There's great fluctuation in their orders. But to try to keep their work
    force whole and loyal, they set up a whole new business called Ole, Off
    Line Enterprises, and they used all of their scrap materials to let
    their employees design products having nothing to do with their main
    line of work and then sell them. And they were able to keep a couple of
    hundred employees all the time that otherwise would have gone out on the
    street, so they can call them back without wrecking their lives. It made
    the company money, but it also made the company a world reputation among
    the work force that they cared about them and they were trying to keep
    them whole in the tough times. We need to encourage things like that and
    support them.
        If you look at what Cinergy here in Cincinnati did, they had to trim
    their work force by 10 percent, and they did it by the beginning of this
    year without laying off a single, solitary soul. That's an important
    thing. They did it through early retirement incentives, through
    voluntary generous severance packages, and they have now put in a policy
    of no layoffs between now and 1999.
        Now, the Government can't make all companies do this; for one thing,
    not every company could do it. There are too many differences in the
    market. But we all ought to be out here knowing that these things are
    going on and that they're good, and we ought to be able to get this
    information out all across America, so when other companies are
    confronted with these challenges, they will ask themselves: Are there
    things I can do to support the economic security of the families of the
    people who are working for me? Are there things the Government could do
    not to make me do this, because you can't freeze the future, but at
    least to create a climate in which it would be easier for me to do this
    and still do well?
        The last point I want to make is that every company has a duty to
    provide a safe workplace. Now, a lot of people see this as the
    Government's duty, and it is to some extent. For 25 years or more the
    Occupational Safety and Health Administration has had the responsibility
    of providing a safe workplace, and I've opposed the attempts in the
    Congress to weaken OSHA and to undermine its budget and to make it turn
    back on its mission.
        Fundamentally, what you want is for the value of every company to be
    a safe and healthy workplace. You take Motorola. I'm proud that we
    worked with Motorola to open up the Japanese market to their cellular
    telephones and help them create jobs in America. But I'm even prouder in
    some ways that because of their own safety programs, their own safety
    training--things that Government does not require them to do--injuries
    are 70 percent below the industry average in those plants. That's the
    sort of thing we ought to encourage.
        OSHA ought to be out doing more of what we're trying to do now,
    making partnerships with companies and saying, look, if you can figure
    out how to have a safer, better workplace, we could care less, you can
    throw the rulebook

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    away. We're interested in results. We want the employees to feel good
    when they go to work every day. We want them to participate in making
    the workplace safer.
        These are the elements of corporate citizenship that together with
    the proper policies from the Government will enable us to move into the
    21st century with the American dream alive for everybody. Just think
    about it, five simple things: family friendly workplaces; health care
    and pensions; training and education; more partnership; and safe and
    healthy workplaces--five challenges that the rest of us ought not only
    to encourage the business community in America to meet but to help them
    to meet wherever we can.
        Soon I will announce--I will invite, excuse me, the chief executive
    officers of some of our country's best companies to come to Washington
    for a conference on corporate citizenship before I leave for Japan and
    Russia next month. And we are going to talk about the good things that
    are being done and how we can spread them. We're going to talk about not
    how we can complain about the disruptions that the global economy is
    bringing to America but how we can do something about it to guarantee
    more economic security to the American families that are out there doing
    the best they can and working hard.
        Let me say again, there is no running away from this future. We
    don't have to run away. This country can compete and win and maintain
    its standard of living and enhance it. And that is the only way we can
    maintain our standard of living and enhance it. You will not find a
    country that has run away from the global economy who is doing as well
    as the United States is. We can't run away. And we cannot do anything
    that will try to freeze the dynamism of the economy; otherwise we won't
    be able to create jobs.
        But we can lift up those companies that are doing a good job. We can
    ask ourselves relentlessly, what sort of Government policies in
    Washington, in Columbus, or in Cincinnati can help companies to do
    better? And we can continue to work together to create a climate in
    which every single workplace will want to be identified with these five
    characteristics.
        I say again, we have got to do this together. The thing that works
    in the world we're living in is working together. And when America works
    together, we always win.
        Thank you, and God bless you.

    Note: The President spoke at 12:28 p.m. in the Schmidt Memorial Field
    House at Xavier University. In his remarks, he referred to Mayor Roxanne
    Qualls of Cincinnati; Rev. James E. Hoff, president, Xavier University;
    and John E. Pepper, chief executive officer, Procter & Gamble, and
    cochair, Cincinnati Youth Collaborative.