Every organization operates with a strategic vision, but success depends on whether its workplace culture reinforces that vision or unintentionally works against it. Leaders see the effects of culture in the metrics that matter most—employee retention, engagement, productivity, innovation, customer satisfaction, and sustainable long-term growth. While most recognize the importance of culture, the greater challenge lies in deliberately shaping it without losing focus on day-to-day operations.

The Chapman Foundation for Caring Communities addresses this challenge through its Caring Workplace program, partnering with organizations that serve their communities to help them intentionally create healthy, high-performing workplace cultures. By providing practical guidance, proven methodologies, and ongoing support, the Foundation helps organizations strengthen both their people and their results.

At the heart of the Caring Workplace program is a comprehensive three-part model designed to create meaningful organizational change. Using an evidence-based framework, the program equips employees at every level by empowering team members, developing leadership capabilities, and tracking measurable outcomes that demonstrate progress.

Recognizing that no two organizations are alike, the Chapman Foundation tailors its approach to each organization's mission, history, and objectives. The Caring Workplace program is built upon six interconnected principles of human-centered leadership that function together as a cohesive system. This adaptable framework enables organizations across a wide range of industries to cultivate the workplace culture they aspire to achieve.

Organizations that intentionally invest in building a positive culture rather than leaving it to evolve on its own are better positioned to reduce disengagement, improve alignment, and retain talented employees. More importantly, they develop resilient, accountable, and collaborative teams capable of sustaining continuous improvement, ensuring that both organizational performance and employee well-being flourish together.

From Framework to Results
Today, the Chapman Foundation is helping organizations across diverse sectors—including healthcare, municipal government, military organizations, educational institutions, and nonprofit agencies—implement the Caring Workplace approach.

Participating organizations are integrating leadership development, employee support, and everyday operational practices into their culture, resulting in measurable improvements in both workplace experience and organizational effectiveness. These efforts foster a shared understanding of communication, accountability, and leadership expectations while encouraging leaders to consistently model desired behaviors. Progress is evaluated through meaningful indicators, including employee feedback, with some organizations achieving an impressive 4.69 out of 5 rating for their caring workplace experience.

Laurie Butz, President & CEO of Capital Credit Union in Green Bay, Wisconsin, summarized the significance of the designation - "That's what the Caring Workplace designation means to us. It tells the world, 'This is what you can expect if you come here as an employee, as a member, or if you interact with us in the community.' This is what you're going to get."

Ultimately, creating a caring workplace demonstrates that investing in people is also an investment in organizational success. Strong workplace cultures not only improve internal performance but also create lasting, positive impacts for the communities organizations serve.

Join the Movement
Organizations dedicated to serving their communities and committed to strengthening leadership, employee well-being, and organizational performance can benefit from partnering with the Chapman Foundation. Through the Caring Workplace program, they gain practical tools, expert guidance, and a proven framework for building cultures where both people and performance thrive.

Click here to know more.

Over the past few years, we have placed greater emphasis on advancing initiatives that promote diversity within our organization, recognizing it as vital to the ongoing success of our business. In line with our DEI strategic plan, Regency remains committed to enhancing diversity throughout our operations and workforce, fostering an environment where our employees can grow and succeed.
 
We strive to maintain a culture where everyone feels respected, valued, and provided with equal opportunities to contribute and thrive. Our network of over 480 shopping centers, located across the U.S., serves diverse communities, and we are focused on building a workforce that reflects the diversity of those communities.
 
In 2023, we concentrated on clarifying our goals and developing action plans to achieve them. A key step was the hiring of a dedicated internal resource to support our DEI and social impact initiatives. Additionally, we broadened our talent diversity efforts and early-career outreach by partnering with Project Destined, a nonprofit that connects diverse students with real estate opportunities. Our first group of students from Florida A&M University and the University of Miami participated in a live real estate deal competition, where they secured first place in their division in early 2024.
 
We also continued to collaborate with Management Leadership for Tomorrow (MLT) in the Racial Equity at Work Program, enhanced inclusive leadership training for managers, and expanded philanthropic partnerships aimed at addressing systemic disparities in the communities we serve. Our new collaboration with The Ferguson Centers for Leadership Excellence supports diverse students pursuing careers in real estate and related industries.
 
Regency regularly reports progress to our Board to ensure accountability, focusing on making our employee demographics more representative of the communities we serve. We also track several key metrics to measure the effectiveness of our DEI strategy, including an index that evaluates whether team members feel respected and valued for their unique perspectives and experiences.
 
In addition to the data shared in this report and the appendix, we publish our U.S. Federal Employer Information Report (EEO-1) on our Corporate Responsibility webpage. While the EEO-1 report is available, we believe the data presented in this 2023 report offers the most comprehensive view of our diversity performance.