Profiles in Diversity Journal | Mar/Apr 2007

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Also Featuring ... Aflac’s Front-Runner, Brenda Mullins • Global Diversity • David Casey • Catalyst

Volume 9, Number 2

MARCH / APRIL 2007$12.95 U.S.

A t Halliburton, we’ve been well rewarded for putting

significant trust and business in the hands of highly

professional minority and women-owned companies—

companies that supply us with everything from first-rate

expertise and manpower to technology and materials.

In turn, our suppliers tell us that working with Halliburton

has been a very rewarding experience for them.

When you partner with Halliburton, opportunity is truly a

business, Halliburton has the energy to help.

And we want to talk to you! Please contact us at

[email protected].

© 2007 Halliburton. All rights reserved.

HALLIBURTON

H e l p i n g t o b u i l d s u c c e s s t h r o u g h s u p p l i e r d i v e r s i t y .

Jean Johnson President,

LegalWATCH

Kent Haun KetchumVice President, Upstream Sales,

Red Man Pipe & Supply

Pamela Chambers O’RourkePresident & CEO,

Icon Information Consultants, LP

Otis R. AndersonVice President, Engineering,Micro-Smart Systems, Inc.

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two-way street. If you have a minority- or woman-owned

http://www.diversityjournal.com/lexicon.htm

James R. RectorP U B L I S H E R

John S. MurphyM A N A G I N G E D I T O R

Linda SchellentragerC R E A T I V E D I R E C T O R

Damian JohnsonM A R K E T I N G D I R E C T O R

Laurel L. FumicC O N T R I B U T I N G E D I T O R

Alina DunaevaO V E R S E A S C O R R E S P O N D E N T

Jason BiceW E B M A S T E R

L E T T E R S T O T H E E D I T O R

�Commentaries or questions should be addressed to: Profiles in Diversity Journal, P.O. Box 45605, Cleveland, OH 44145-0605. All correspondence should include author’s full name, address, e-mail and phone number.

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New Diversity LexiconAt its core, diversity is about building relationships that respect an

individual’s inherent worth and dignity. At the heart of any relationship

is communication—be it between employees at work or between a

husband and wife. If you’ve ever had to say, “I’m sorry. I misunderstood

you,” then you know that most of us need help communicating.

That’s why we’re proud to announce the publication of The

International Diversity & Inclusion Lexicon – 700 Ideas and Concepts

Everyone Should Know. Trainers will find this lexicon a valuable tool that

will help employees engage in meaningful dialogue. Conversation about

diversity often involves words that are charged with emotion.

Not everyone comes to the table with the same understanding of words,

even of the common terms we use every day.

It is absolutely imperative for all of us to speak with precision and

clarity. Only then can there truly be a shared pool of knowledge, a

shared experience that transcends background, education, and

upbringing.

If you have any kind of diversity training at your company

or organization, you will see the value of this handy reference. It’s

inexpensive (especially at the bulk-purchase price) and easy to

incorporate into any existing training program. And there’s nothing like

it available. We hope you’ll find it as useful as we have since putting it

together. See page 37 for more information.

This month we spotlight Aflac’s Brenda Mullins as our Diversity

Front-Runner (p. 18); we also examine the habits of organizations with

superior supplier diversity programs (p. 26). And Kodak and Pfizer

share their global diversity strategies beginning on page 61.

Of course, we also have your favorites: Momentum, Catalyst, a

perspective piece from David Casey, and more MicroTriggers from Janet

Crenshaw Smith. Enjoy the issue!

John Murphy Managing Editor

�Profiles in Diversity Journal M a r c h / a p r i l 2 0 0 7

DEDICATION At Pfizer, our goal is to become the world’s most valuedcompany to patients, customers, colleagues, investors, businesspartners and the communities where we work and live.

We are dedicated to helping people live longer, healthier,happier lives — adding both years to life, and life to years.

Working for a healthier world™

Pfizer_PiDJ_Ad_Dedication:Layout 1 4/10/07 10:38 AM Page 1

The Habits of Highly Effective Supplier Diversity ExecutivesSimply having a supplier diversity program is not enough. At a minimum, you want your program to contribute to the achievement of your business objectives while fostering diversity and inclusion in the purchasing function. We’ll introduce you to the executives who have supplier diversity programs worth emulating.

Brenda Mullins, Second Vice President, Human Resources, Diversity Officer with Aflac

Brenda Mullins is always contributing her time, talent, and, yes, even her blood to organizations she values. Her work is largely responsible for Aflac being named on Fortune’s “Top 50 Employers for Minorities.”

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On the Cover / Special Feature


MomentumDiversity Who, What, Where and When

From My Perspectiveby David CaseyProblem solving begins with trust and communication How would you have reacted to the scenario David describes in this insightful column?

CatalystFocus on 2007 Catalyst Award Winner PepsiCo Here is a close look at PepsiCo’s initiatives that exemplify the type of intelli-gent decision-making Catalyst supports day in and day out. See why the com-pany, along with The Goldman Sachs Group, PricewaterhouseCoopers LLC and Scotiabank, won the prestigious Catalyst Award.

MicroTriggersYour Trigger, Your StoryThree real-life examples of MicroTriggers inspired by ivy Planning’s diversity

strategist Janet Crenshaw Smith’s new book, 58 Little Things That Have a Big Impact:

What’s Your MicroTrigger? These stories provide real-life insight into the subtle

behaviors that can derail relationships at work and play.

departments

Global Diversity Strategies that Workkodak and Pfizer are two companies enjoying success implementing Diversity and inclusion strategies on a worldwide scale. Read how they do it and what they’ve learned in the process.

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Correction: In our January issue, Richard Macedonia’s title was incorrect. He is CEO, Sodexho. We apologize for the error.

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Connecting to the community with talent, strength and diversity.The new AT&T has a strong commitment to the communities we serve. We continually reaffirm that

commitment and reinforce our connections to the community by embracing diversity and

inclusion—both inside and outside the company. AT&T supports networking groups that promote

mentoring, training, and enhanced opportunity for all employees, regardless of age, race, gender,

or sexual orientation. These groups volunteer their time and resources to sponsor a wide range of

activities and provide new ways in which AT&T connects to the people we serve. AT&T is proud of

these efforts. Because, no matter how advanced our technology, we know that the strongest, most

lasting connections are made within the community, face to face, person to person.

American Airlines Names New VP of Global Human Resources Services

FORT WORTH, Texas – American Airlines has named Denise Lynn vice president of global human resources services, filling the position previ-ously held by Debra Hunter Johnson,

who left the company in December 2006. Lynn will lead the team respon-sible for providing human resource sup-port to managers in the United States, Latin America and Mexico. In addition, she will continue to advance the com-pany’s efforts in diversity for employees, customers and suppliers. “We are extremely fortunate to have an executive of Denise’s caliber to assume this critical leadership role,” said Jeff Brundage, American’s senior vice president, human resources. “With her people skills and her breadth of HR experience, Denise is an outstanding choice to build on Debra’s many accomplishments.” Since 2004, Lynn has served as a vice president with American Eagle with responsibility for all personnel and labor matters for the airline. She joined American in 1989 as a financial analyst and moved to HR in 1992, where she became the manager of benefits strategy and HR controller. She became manag-ing director of benefits planning and administration in 1996. Lynn graduated from Bath University in England with a bachelor of science degree in economics and came to the United States in 1987 to advise the Dallas Area Rapid Transit (DART) on the redesign of its bus network. Lynn is a member of the board of directors of the American Airlines Federal Credit Union. She lives in Dallas with her hus-band Danny and two sons. American’s approach to diversity has been widely recognized. Among the

recent accolades, Profiles in Diversity Journal magazine named American Airlines among the top 10 in diversity for its use of employee resource groups as participants in the business develop-ment process; LaTIna Style named the company among the top 50 companies for Latinas; and Black Enterprise maga-zine included American in its list of top 50 companies for diversity for its overall approach to diversity, including its use of minority and women suppliers, and its employee and community relations programs.

Tonya M. Blander Named Senior Manager by Daimler

Chrysler Financial ServicesTonya Blander has been named Senior Manager, Troy Customer Contact Center. She had been region

manager of Mercedes-Benz Financial in Jacksonville, Florida. She reports directly to Steven Goodale, vice president – col-lections, customers service, remarketing and credit card for DaimlerChrysler Financial Services AG. In her current position, Blander is responsible for the overall customer service, collection and operations activities in the Troy Customer Service Center, including the development of more than 400 employees supporting the Chrysler Financial business units. Tonya Blander joined the company as a Customer Service Representative in Jacksonville in December 1995. She earned a bachelor’s degree from the University of South Carolina in 1994.

Exelon Names Elissa Rhee-Lee Vice President, Corporate SecurityCHICAGO – Exelon has announced that Elissa Rhee-Lee has been appointed

vice president, corporate secu-rity. Rhee-Lee joins Exelon from Sears Holdings Corporation (“Sears”) where she was the business and operations’ managing attorney

responsible for loss prevention, environ-mental affairs and safety, food safety, pharmacy business, sale of firearms, and overall operational compliance to local, state and federal regulations. At Exelon, she will be responsible for security plan-ning, policy development implementa-tion and ensuring protection of Exelon’s assets and corporate investigations. Rhee-Lee replaces Patrick Laird, who recently announced his plans for retire-ment. “Elissa is a great addition to the Exelon leadership team,” said Andrea Zopp, senior vice president, human resources, for Exelon. “She brings the best mix of security, legal and corporate experience with her. She is uniquely suited for this vital role at Exelon, and we are excited to have her join us.” Prior to Sears, Rhee-Lee was a litiga-tion attorney for Sonnenschein Nath & Rosenthal, a national law firm, where she represented major corporations and its executives. Rhee-Lee’s practice areas included white-collar criminal defense, corporate investigations, crisis manage-ment and commercial litigation. From 1986 to 1999, she was a Cook County assistant state’s attorney in the Criminal/Special Prosecutions Bureau, where she investigated and prosecuted crimes of violence perpetrated by orga-nized gangs in Cook County. She suc-cessfully prosecuted more than 550 felo-ny trials including 50 murder jury trials. She successfully prosecuted a contract murder perpetrated by the Colombian cartel from Miami and gang members from the west side of Chicago. Currently Rhee-Lee serves as an adjunct professor in trial advocacy at the Northwestern University School of Law,


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and is a member of the International Association of Korean Lawyers, Korean American Bar Association and American Bar Association. She is a past board member of the Asian American Alliance (“AAA”). AAA’s mission and goals are to assist and facilitate business ventures for minorities. Rhee-Lee holds a bachelor’s degree in political science from Northwestern University and a Juris Doctorate from the University of Illinois Law School. Rhee-Lee is married, resides in Chicago and has two children, 19 and 17.

MGM MIRAGE’s Terry Lanni

Honored at the 15th Annual Trumpet AwardsLAS VEGAS – Terry Lanni, chairman and CEO of MGM MIRAGE, was honored at the 15th Annual Trumpet Awards for his business acumen and commitment to corporate diversity. He received the Chairman’s Award for his consistent support of minority achievement. Other honorees included celebrated singer Dionne Warwick and professional basketball legend Michael Jordan. The black-tie ceremony was held at the Bellagio Hotel & Casino, an MGM MIRAGE property. The Trumpet Awards highlight the accom-plishments of individuals in the business, law, public service and entertainment

fields who have made significant contri-butions to the fight for social justice and equality. “It is a great privilege to be counted among the luminaries who comprise the Trumpet Awards’ list of achievers,” said Lanni. “This award is a testament to the growing importance of successful diversity business performance in today’s highly competitive global economy.” Lanni joined MGM Grand, Inc. in 1995 and was named to his current position in July of that year. In May 2000, he oversaw the acquisition of Mirage Resorts, thereby creating MGM MIRAGE. During the acquisition, Terry declared diversity a critical business imperative and implemented the compa-ny’s diversity initiative, which includes the award-winning Diversity Champions Training, the first of its kind in the hotel and gaming industry. In April 2005, Lanni led the company through another successful merger with Mandalay Resort Group, increasing the company’s work-force from 40,000 to 70,000 employees. MGM MIRAGE (NYSE:MGM) owns and operates 23 properties located in Nevada, Mississippi and Michigan, and has investments in three other properties in Nevada, New Jersey and Illinois. For more information about MGM MIRAGE, please visit the

company’s Web site at http://www.mgm-mirage.com.

Carlos H. Lowenberg Jr. is New York Life’s Top

AgentNEW YORK – New York Life Insurance Company has named Carlos H. Lowenberg, Jr., ChFC, its 2006 council president, an honor bestowed annually on the New York Life agent with the company’s highest sales and service achievements. Lowenberg will serve his term through June 2007. Based

in Austin, Texas, Lowenberg is the top agent among the company’s elite sales force, a group comprised of more than 10,000 licensed New York Life agents. He specializes in wealth management for business owners. Lowenberg’s firm, Lowenberg Wealth Management Group, Inc., in Austin, Texas, is a boutique financial services firm that serves entrepreneur-ial-minded individuals. The firm’s success in its holistic approach to total wealth management is greatly due to its extensive discovery process. The Lowenberg Group, operated in addition to Lowenberg’s New York Life business, is an independent Registered Investment Advisory firm that helps its clients add value to their businesses through busi-ness transition planning, key person reward and retention strategies, and wealth preservation. New York Life Insurance Company, a Fortune 100 company founded in 1845, is the largest mutual life insurance company in the United States and one of the largest life insurers in the world. Headquartered in New York City, New York Life’s family of companies offers life insurance, annuities and long-term care insurance. Please visit New York Life’s Web site at www.newyorklife.com for more information.

Six Northrop Grumman Employees Receive Honors During National Black Engineer of the Year ConferenceLOS ANGELES – Six Northrop Grumman Corporation (NYSE:NOC) employees received awards for their out-

standing contributions to engineering, managerial and community service excellence at the 2007 Black Engineer of the Year Awards (BEYA)conference in Baltimore, held on Feb. 15-17. Company employees

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10 Profiles in Diversity Journal M a r c h / a p r i l 2 0 0 7

Terry Lanni and Xernona Clayton

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recognized at the BEYA conference were: Robert Auten, dep-uty manager of avionics and guidance, navigation and control at the com-pany’s Space Technology sector, Redondo Beach, Calif., was honored as a special recognition award winner. Grayson J. Bush, program engineer for the company’s Information Technology sector, McLean, Va., received a Modern-Day Technology Leaders award. Edward Daniel, senior member of the technical staff for the company’s Space Tech-nology sector, Redondo Beach, Calif., received the Most Promising in Industry Award. Kerron R. Duncan, electronics engineer in the RF/Power Systems group at the company’s Electronic Systems sector, Baltimore, was awarded a Modern-Day Technology Leaders award. Hugh Taylor, presi-dent of the Commercial, State and Local group at the company’s infor-mation technology sector, McLean, Va., was presented with the

Technical Sales and Marketing Award. Latesha Young, sub-project manager for Northrop Grumman’s Space Technology sec-tor, Redondo Beach, Calif., received the award for Community Service in Industry. Auten has more than 29 years’ expe-rience at Northrop Grumman’s Space

Technology sector in spacecraft bus, payload and avionics system and subsystem design, analysis and development. He earned a bachelor’s degree in electrical engineering from Santa Clara University and a master’s degree with emphasis on digital signal processing and digital controls systems from Loyola Marymount University in Los Angeles. Bush’s extensive technical back-ground has helped Northrop Grumman make significant contributions in the areas of aeronautical, aerospace and marine platforms for the intelligence community. Bush earned bachelor’s degrees in physics and mechanical engi-neering from Portland State University; and a master’s degree and doctorate in mechanical engineering from the University of California, Los Angeles. Daniel currently is the Payload Systems Engineering lead for the next generation processor/router subsys-tem for the future Internet proto-col-based Transformational Satellite Communications system, a U.S. Air Force program designed to expand and improve communications capabilities for military services. Daniel earned a doctorate in electrical engineering from Oklahoma State University. Duncan is currently serving as a power systems architect for several next-generation military radar programs. Duncan joined Northrop Grumman in 2001. He earned a master’s degree in electrical engineering from Morgan State University in 2003. Taylor’s efforts have helped lead Northrop Grumman to a $2-billion IT infrastructure transformation contract with the commonwealth of Virginia, and, to win a $650-million contract for IT and telecommunications services for San Diego County, Calif. Taylor earned a bachelor’s degree in business administration from Marist College, Poughkeepsie, N.Y. Young joined the company in 1999 to work in data systems operations. Within Northrop Grumman, Young is a leader in the African American

Task Group and Space Technology’s Diversity Outreach Strategy Team. She earned a bachelor’s degree in computer engineering from North Carolina State University. Northrop Grumman Corporation is a $30 billion global defense and technol-ogy company whose 120,000 employees provide innovative systems, products,

and solutions in information and services, electron-ics, aerospace and shipbuilding to gov-ernment and com-mercial customers worldwide.

Northrop Grumman Appoints Linda A. Mills President of Civilian Agencies Business GroupMCLEAN, Va. – Northrop Grumman Corporation (NYSE: NOC) has named Linda A. Mills president of its Civilian Agencies business, one of four business groups of the company’s information technology (IT) sector. The IT sec-tor is part of the company’s $10.9 billion Information and Services business segment. Mills reports to James O’Neill, corporate vice president and president of the company’s IT sector. Mills brings to her new role extensive experi-ence in business operations, strategy and planning. “Linda’s diverse business and man-agement accomplishments, combined with her knowledge and leadership experience at Northrop Grumman, will be a tremendous asset to our civilian agencies organization,” said O’Neill. “Linda has the talent to effectively oversee the company’s pursuits in the non-traditional defense market, including health IT and homeland security initiatives.” Previously, Mills served as vice president of operations and processes for Northrop Grumman IT. Before joining the IT sector, she was the vice president

1� Profiles in Diversity Journal M a r c h / a p r i l 2 0 0 7

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At Pratt & Whitney, you’ll find diversity at the core of who we areand what we offer. With so many different talents and perspectives,we continue to find a better way. From design to manufacturing toservice, from commercial flight to space exploration, we help ourcustomers grow and prosper. Working together, we all succeed.The Eagle is everywhere.

“OUR GREATEST ASSET IS OURDIVERSITY. TOGETHER, WE DRIVEINNOVATION.”

Earl Exum, Director, Global Repair Services

for Mission Assurance/Six Sigma at Northrop Grumman’s Mission Systems sector. Mills has a bachelor’s degree in mathematics from the University of

Santa Clara and a master’s degree in computer science from the University of Illinois.

Amy George joins Terex

as Vice President, Talent Development, Diversity & InclusionWESTPORT, Conn. – Amy George has joined Terex Corporation as vice presi-dent of talent development, diversity and inclusion. Terex Corporation (NYSE:TEX) is the world’s third largest manufacturer of construction equipment. In this newly created position, George is responsible for the manage-ment of talent development, diversity and inclusion policies that are part of comprehensive workforce strategies at the corporate level and across the company’s five business groups. She will be based at the company’s headquarters in Westport. George has been vice president, global diversity and inclusion, PepsiCo, Inc., since 2004, and previously held global diversity and management devel-opment positions there. Prior to joining PepsiCo in 1997, she held various sales, customer service and human resources positions at James River Corporation and Chesebrough-Pond’s Inc. George holds an MBA from Cornell University and a bachelor’s degree, magna cum laude, from Brown University. She resides in Stamford. Terex Corporation is a diversified global manufacturer with 2006 revenues of approximately $7.6 billion. Terex manufactures a broad range of equip-ment for use in the construction, infra-

structure, quarrying, surface mining, shipping, transportation, refining, and utility industries. More information on Terex can be found at www.terex.com.

Angela F. Braly Tapped to be President and

CEO for WellpointAngela F. Braly will become WellPoint’s president and CEO and a member of the board of directors effective June 1, 2007. She currently serves as executive vice president, general counsel and chief public affairs officer for WellPoint. Since 2005, Ms. Braly has served as a WellPoint executive vice president, with operational responsibility for the nation’s largest Medicare claims processing business, the federal employees’ health benefits business, public policy develop-ment, government relations, legal affairs, marketing and social responsibility initiatives. In her current role, Ms. Braly is responsible for corporate communications, corporate secretary, government affairs, legal, and the WellPoint Foundation. In addition, Ms. Braly was a key strate-gist during WellPoint’s integration with Anthem, as well as WellPoint’s acquisition of WellChoice. Prior to her current position, Ms. Braly served as chief executive officer and president of Blue Cross Blue Shield of Missouri, formerly RightChoice. She was responsible for managing all aspects of the business and for setting strategies to meet customer needs. Ms. Braly received her Juris Doctorate from Southern Methodist University School of Law and her undergraduate degree from Texas Tech University. She serves on the Women’s Initiative Committee of the United Way of Central Indiana and is active in several philanthropic organizations. She and her husband have been married for 20 years

and have three children.

Carmen Canales Hired as Chief Talent Officer for Womble Carlyle

WINSTON-SALEM, North Carolina – Womble Carlyle Sandridge & Rice, PLLC, has added Carmen Canales to the firm’s management team. Canales will serve as Womble Carlyle’s chief talent officer, a new position for the firm. In that role, she will be responsible for the firm’s departments of human resources, profes-sional development, recruiting, and diversity and workplace initiatives. She will work in Womble Carlyle’s Winston-Salem office. Canales will advise the firm’s leader-ship on the development of personnel and hiring policies that will bring in and retain the most talented attorneys and staff. Canales will also work to ensure that the recruiting, retention, diversity, professional development, benefits and staff administra-tion policies and programs are integrated and aligned to support the firm’s strategic agenda. “Womble Carlyle is committed to blending talent, technology and teamwork to achieve extraordinary levels of client service,” said firm Managing Member Keith Vaughan. “Law firms succeed by bringing in the most talented people and putting them together in the best possible ways. Carmen’s background as a human resources leader and as a team builder makes her an ideal choice for this senior position.” Canales comes to Womble Carlyle from Wachovia, where she most recently served as a vice president and senior human resources business partner for the company’s wealth management human resources team. Canales obtained a master’s degree in labor and industrial relations from Michigan State University. She is fluent in Spanish. Founded in 1876, Womble Carlyle

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I was in a meeting

recently with a group of fellow diver-

sity practitioners when one shared the following situation – an employee at the company, who happens to be the only black employee in this particular business unit, was asked to bring watermelon to a company pitch-in. This offended the black employee, and he went to the head of diversity to complain. The head of diver-sity offered his insights to the black employ-ee, but then asked why this black employee did not take up this issue with his manager first. If you were this employee, what would you have done? Given the types of conversations that I have with people daily, I would guess the majority of you would not deal with this tension head on. The diversity practitioner said something that I think should be intuitive to most, but is not and is very profound. He suggested that the majority of problems we run into can be handled if two things are present: trust and open communication. A no-brainer, right? Well, why don’t we effectively work our way through more of these types of situations. Let’s start with the issue of trust. First of all, trust is not bestowed upon us; we have to earn it. The literature that deals with trust is voluminous, but let me submit to you that there are three basic levels. In the first level of trust, I simply tell you why you should trust me. I am basically pushing a level of trust out to you. In the next level, I gain your trust

through my actions. I demonstrate that I can be trusted by doing what I said I would do, by being transparent in word and action and by being consistent. The highest level of trust can only come after I have established the first two, then I know you truly have my best interests at heart. I would suggest that the most basic level of trust did not exist between this black employee and his manager, but how different would/could the situation be resolved if trust had been established? Same situation as above, but this time the black employee says, “You know, you may not even be aware of how your request made me feel, but let me tell you why it makes me uncomfortable. There is a historical stereotype that all black people like water-melon. I know you didn’t mean it to be derogatory, but I wanted to point that out to you so that you do not unintentionally offend someone in the future who does not know you like I do.” I know what you’re saying, welcome back to earth, PollyAnna, it’s not that easy! But it can be. In the original sce-nario, one of two things are true: Either the manager did mean for it to be derog-atory, which can be uncovered and dealt with, or this was a teachable moment in which these two individuals could have exponentially increased their levels of mutual trust and ability to communicate

openly and honestly with each other. Is the idea of treating each other with a sense of common decency and courtesy so for-eign in our workplaces and communities? If it is, then diversity practitioners will have job security for a long time to come. If each of us could build the following three things into our

self awareness, we would go a long way with building trust with those around us:Tell me the reason(s) why I should trust

you and back it up with data;Demonstrate that I should trust you by

communicating openly, honestly and by being consistent in your actions;

Demonstrate that you have my best interests in mind by being selfless in our interactions with each other.

I don’t want to over-simplify or discount the incredible field of work that has been developed around the concepts of trust and communication. But until you have the time to read what’s available on the subject, try start-ing with the steps above. You will be headed in the right direction for effec-tively managing any number of diversity management issues. Trust me!

David Casey is VP of Workforce Development, Chief Diversity Officer at WellPoint, Inc. His column will appear in each issue of Profiles in

by David Casey

“I demonstrate that I can be trusted by doing what I said I would do, by being transparent in word and action and by being consistent.”

Problem solving begins with trust and communication

PDJPDJ

interview Brenda Mullins Aflac, incorporated

Left to right: Shari Meadows, Michael Johnson, and Brenda Mullins

PHOTO • JiM CUMMinS

Describe your company’s global presence: numbers of employees, international businesses, branches, market-share, potential, etc. In 1955, brothers John, Paul and Bill Amos founded Aflac in Columbus, Ga. We started out as a small company but later grew into an international operation. Currently, we have an employee base of over 4,100 employees. Most are based in Columbus, Ga., but we also have offices in Omaha, Neb., and Albany, New York. Aflac is a Fortune 500 company with an international presence. We insure one in four Japanese households. We are the largest insurance company in Japan in terms of the number of individual policies in force.

How do you define diversity and inclusion as it relates to your organization? Aflac’s workforce is comprised of varying ethnicities and cul-tures, and we respect, value and appreciate the contribution of each individual. Our corporate culture provides an open door for understanding each person’s background through forums, activities and celebrations. These programs provide an opportunity for questions, open discussion and honesty about one’s culture. We believe in a sincere commitment to diversity. To support this commitment, we have a variety of programs throughout the company and within the community that position us as diver-sity leaders. Embracing diversity is not only a smart business decision; it is a necessary tool that strengthens the community.

What are the main components of your D&I program? Is the management of D&I programs largely U.S.-based or present throughout the worldwide organization? Our diversity programs are all-inclusive and are mainly U.S.-based. Aflac’s diversity components are built on a framework we like to call the “Five R’s”: recruitment, retention, relationships, reinforcement and recognition. The cornerstone of our effort is the diversity council, which was founded in 2001 and consists of 20 employees from different ethnicities, genders, tenure and job levels. They oversee Aflac’s diversity efforts.

In today’s marketplace, does your company have any particular cultural, socioeconomic, or demo-graphic challenges to selling, producing, or delivering services? What particular challenges do you face in hiring and retaining good people? The Hispanic population has swelled 58 percent over the last decade, according to the U.S. Census Bureau. That is roughly 42.7 million people nationwide. And Hispanics are expected to have buying power of $863.1 billion according to a newly released study from the University of Georgia. To reach this segment of the market, we have unique diversity initiatives that include sponsor-ships, mentoring programs and grassroots marketing.

How do you keep diversity a priority throughout your company? Specifically, how do you ener-gize people or get their buy-in for diversity? The commitment to diversity is not only recognized by our employees but also by upper management. Dan Amos, Aflac’s chairman and CEO, recognized the need for more than diversity training. He wanted to embed diversity throughout everything we do as a company and throughout the community. Therefore, it is a company philosophy that we embrace diversity and make it a part of our everyday lives.

Are there unique opportunities in your particular industry for implementing diversity programs? There are definitely opportunities for diversity programs


Brenda Mullins Meeting: (left to right) Marie Mitchell, Amanda Bass, Brenda Mullins,

Michael Johnson, Shari Meadows.

�0 Profiles in Diversity Journal M a r c h / a p r i l 2 0 0 7


throughout the supplemental insurance industry. According to The Office of Advocacy for the Small Business Association, there are more than 25.8 million small busi-nesses in the United States that employ half of all private sector employees. Many of these entrepreneurs struggle with the cost of health care. Therefore, Aflac continues to extend its diversity initiatives to the small and minority-owned business community with the addition of Aflac for small businesses, or AflacSB. This program educates businesses’ owners and their employees on the need for greater insurance protection, while helping to streamline business costs.

Do international issues ever get in the way of corporate support for diversity objectives and processes? Aflac embraces and explores relationships with various cultures. Frequently, we serve as hosts to Japanese guests, hold summits to discuss work processes and we also hold training courses on Japanese culture.

Do you have any examples of how tapping employee diversity has yielded significant product or profit break-throughs? Inter-business syn-ergies? Aflac’s field force comprises over 60,000 independent agents who market our insurance policies at the worksite, and we feel it is important that a corpora-tion’s staff reflect the diverse population of its market. Therefore, we provide resources to assist Aflac sales agents in expanding their recruiting and sales efforts in emerging markets by offering the Diversity Development Grant. Since 2004, there have been over 200 new agent recruits who have generated over $1 million in annual premiums.

CORPORATE LEADERSHIP

What resources (financial and manpower) are allocated on diversity? How do these reflect your company’s leadership commitment to diversity? Aflac has two entire departments focused on diversity—one for the internal employees, the other for the field force agents. The Multicultural Development department and the diversity officer’s department work closely together to align diversity initiatives for both groups. Our company and employees welcome the education and nurturing of the differences that embody our organization. To achieve this mission, the diversity council serves as a forum where employee concerns and needs are addressed and workable solutions are explored. Diversity council initiatives are overseen by the diversity officer. Aflac’s Field Force Diversity Development Board, spear-

headed by the Multicultural Development Department, is comprised of sales agents from various markets that work together to assess market opportunities and address challenges. They bring their market and sales knowledge to the forefront of Aflac headquarter employees in an effort to work together to achieve success in building relationships with customers.

Does your company address diversity in its annu-al report? Is it important to talk about diversity with shareholders? For any company that looks to deliver value to its customers and shareholders, diversity must be a priority and addressed in all avenues of business—including the annual report, sharehold-ers meetings and company-wide initiatives.

What qualities do you look for when hiring managers? How do you measure attitudes or assess their past performance with regard to diversity and inclusion issues? We review their past performance through their application and in-person interview. We also see how their previous team

responded to their management style and ideals on diversity.

Is diversity a compensable annual objective for the executive management team? How do you reward special initiatives? What accountability do you employ to meet objectives? To ensure diversity across the board, officers have an obligation to constantly review hiring and promoting practices as it relates to diversity. This obligation is directly tied into their perfor-mance review and objectives. Company leaders are responsible for assessing their direct employees’ skill set and guiding them to the necessary development training through our Employee Learning department. They help provide the tools that are needed for possible promotion opportunities. To make this happen, we encourage additional training and placement on special projects to help the employee and officer meet the objective.

Do you have any programs in place to increase the cross-cultural competence of your senior management team? Can mid-level managers acquire similar training?

“Respect people and their differences and you will receive respect in return.” brenda j. mullins

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When diversity initiatives were initially introduced at Aflac, the training began with management. We still provide the training for new and promoted management-level employees. We feel embracing diversity starts at the top and works its way down. Now, each employee can enroll in a diversity training course through our Employee Learning department. They can also take an additional training course on-line at their convenience.

When hiring or promoting people, how do you ensure that the individual selected was chosen from a diverse group of candidates? Each employee has an opportunity to apply for a job posted on our internal job board. From those individuals applying, a group of candidates with the core competencies needed for the position are interviewed. In this group, we supply a diverse group. And because of the fabric of our corporate environment, we usually have more candidates applying for jobs and there is plenty of opportunity for advancement.

Can you give us an example of a program get-ting “off track,” and what did you learn from that experience? We have been fortunate that we have had our CEO and management support. Because diversity is important to our corporate culture and we embed it in everything we do, we have not had a program get off track.

Tell us more about your diversity council. The Aflac diversity council, managed by the diversity officer, was established in 2001 and is comprised of 16-20 employ-ees from various job levels, races, cultures, genders, ages and backgrounds. The council’s mission is to develop, support and implement diversity-related initiatives that help Aflac better achieve its business objectives.

What evidence makes you confident that you and your team have developed momentum for the organization in the right direction? We have management support that is active in diversity initia-tives. We have also been recognized by a number of outlets for our stellar diversity initiatives including ForTunE, Black Enterprise, and Essence. We also receive employee feedback after our annual Diversity Day celebration with comments and suggestions for future diver-sity programs. This feedback is also testament to the positive direc-tion the company is moving in when it comes to diversity.

EMPLOYEE INCLUSIVENESS

How does Aflac gauge inclusion of employees?

What are the tests, measurements and bench-marks that indicate where the company is on the inclusion graph? One metric that we rely on are focus groups and forums. These groups gauge the pulse of the employees and how they feel about diversity initiatives throughout the organization. We have had men’s and women’s forums that provide an atmosphere for open discussion, so we can accurately monitor demographic and employee-relations concerns. We also survey employees on a regular basis for feedback after each diversity event. These surveys are reviewed, and the comments are utilized when planning for additional diversity celebrations. Additionally, we distribute employee feedback forms at least once a year to acquire feedback on the corporate culture and customer service.

Some say diversity is a “numbers game.” How does your company know its culture is not just tied up in numbers? How do you celebrate suc-cess? Diversity includes all the differences that can be observed, and those that are less obvious such as level of education, life style and life experiences. Therefore, we also reach out to mothers, fathers, veterans, and grandparents through various activi-ties, forums and speaking engagements that all employees can participate in. There are a variety of ways to celebrate success without just looking at the numbers. One of Aflac’s diversity council’s efforts is promoting diversity awareness throughout the company. Therefore, each year the council has presented Aflac’s “Celebrate Our Diversity Day.” This event celebrates the diversity within the organization. In the past, the event has included song, dance and education. Employees and the community vendors get to experience a fun, inclusive day of diversity. Are employees more involved in the company than they were two years ago? Yes. When we initiated our Diversity Day celebration, employ-ees did not know what to expect. After they participated in the first celebration it was evident that the day provided education, information on different cultures, an array of food from various countries and just a day to celebrate being who you are. Now, employees are eager to participate. We also include articles on diversity in our employee publication, Employee Matters, and our field force communica-tions, aflac now and Diversity in action. All of these media provide insightful editorial pieces on Aflac’s diversity initiatives and unique methods to embrace diversity. We have always tried to create a work environment where employees are involved. With the intranet, additional opportunities for growth and employee interest in the company, we have been able to expand many programs we offer.

How are their opinions solicited and valued? Do you have an employee ‘suggestion box’ or other system, and who monitors and responds? We have an online employee feedback direct portal that


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Title: Second Vice President Human Resources, Diversity Officer

Years in current position: Six

Education: Bachelor of Science in Human Resources Management from Troy State University

First job: A licensing specialist at Aflac

Philosophy: Respect people and their differences and you will receive respect in return.

What I’m reading: Managing Differently (James O. Rodgers, CMC) and Chief Customer Officer (Jeanne Bliss).

Family: Husband, 3 children and one grand-son

Interests: Working with various youth programs in the church and in the community. I am currently working with Junior Achievement to pilot a partnership pro-gram.

Childhood hero: My mother

“Best” picture (film/art): The Color Purple

Favorite charity: United Way, local and church youth groups, Junior Achievement

Person I’d like to get to know over lunch: Oprah

Where does your personal belief in diversity and inclusion come from? Who were your role models, or was there a pivotal experience that helped shape your view? Dan Amos, Aflac’s chairman and CEO, instilled the first grains of diversity throughout the entire organization. It is now the norm in our corporate culture.

How did you get to your present position? What was your career path? I was promoted into my current position from Employee Relations Director. This position helped me understand the environment, culture and values of the various seg-ments of our workforce. Because I had interaction and relationships with employees, management and the community, I was able to transition into my current position with ease.

Who were your mentors? What about their business skill or style influenced you? How did they help in your professional and personal life? Are you mentoring anyone today? I have had several mentors. As I grew up, my mother encouraged me to never stop learning and to do my best. So she is first and foremost one of my mentors. When I started my career at Aflac, Ann Henderson was one of the female officers, and she was very professional, encouraging and respectful. She genuinely cared for people. Currently, Audrey Tillman is my mentor. She has the demeanor and knack for handling issues in the most professional manner. I am a mentor for the Servant Leadership program. It’s a program that mentors to youth in the commu-nity.

What business books or journals do you read regularly or recommend for aspiring leaders? The journals that I read center around my career. They include: Profiles in Diversity Journal, DiversityInc, HR Magazine and Working Mothers. Books that I recommend include: Managing Differently (James O. Rodgers, CMC) and Chief Customer Officer (Jeanne Bliss).

How would you describe your concept and style of leadership? I have an open management leadership style. I have individuals on my team who I trust to do the job. I leave plenty of room for communication and direction when needed. This open style of management has helped push diversity initiatives ahead.

What are your specific responsibilities for advancing diversity and inclusion in your organization? What are the strategies you employ to move inclusion forward? My responsibilities include driving Aflac’s diversity efforts through the organization. The diversity team does this through Diversity Day, community partnership efforts through One Columbus, and with education through our employee learning department. We want to ensure that diversity permeates the organization.

Have you any “mottos” to rally your team regarding D&I? Treat others with respect and they will respect you as well. When you have a respectful and pleasant demeanor, others tend to go above and beyond the call of duty.

Were there any experiences that discouraged you or taught you hard lessons about D&I implementation? I have been extremely fortunate to have support from Dan Amos, Aflac’s chairman and CEO. We started our diversity training and awareness at the management level. In each session, Dan was present to speak about the importance of inclusion and this initiative. It is important to have management buy-in so there won’t be any discouraging lessons along the way.

How are you, as a manager, measured in terms of performance? Is your compensation related to diversity performance? On my annual appraisal, diversity initiatives are included in my goals and objectives.

What has been your proudest moment as leader in this company? There have been several proud moments. One has been to see Aflac’s diversity initiatives pay off by being named on FORTUNE’S “Top 50 Employers for Minorities;” another has been witnessing minority upward mobility and professional advancement. Also, when I received my degree through the Aflac Paul S. Amos scholarship one day before my son graduated from high school. I remember telling him that I was going to graduate before him, and I did. That degree helped me excel professionally and helped me get to where I am today.

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employees can use to make suggestions and comments about company-wide diversity activities. They can ask questions and offer suggestions. All feedback is reviewed and answered accordingly from a member of our diversity council.

How do you deal with those who perceive inclusion programs for underrepresented groups as being exclusionary for others? Have you encountered this attitude? Because we have management and employee buy-in, we have not had issues with underrepresentation or exclusion. We offer each employee an opportunity to submit suggestions through our intranet if they do feel changes should be made to programs. We take suggestions and feedback seriously and implement many of those changes that come from our employee base.

Please describe your method for orienting new hires into your culture. How do you educate new employees about the importance of diversity? With each new employee orientation, we have a diversity council representative introduce Aflac’s diversity programs and our mission. We inform them of where they can go to become a council member, and we let them know we are not only embrac-ing diversity throughout the company, but the community as well.

Can you name specific ways your company supports upward development toward management positions? We have a number of company-wide programs that are geared toward development of our employees and field force for man-agement positions:• Coordinator in Training Program—For sales force agents

who aspire to be in management. The courses and hands-on training give the agent the requisite skills needed to be pro-moted to a higher level.

• Leadership Development Courses—For employees who would like developmental courses that help advance their leadership skills. Some of the courses are Leading Your Team, Diversity Advantage, and The Four Styles of Leadership.

We also have an employee publication Employee Matters, that highlights different avenues one can take to cultivate the requisite skills needed to enhance their opportunities for advancement.

How does the company include women and minority employees into the fabric of the organization? Women make up close to 70 percent of Aflac’s workforce. And over 52 percent of the company’s management team are women. Over 42 percent of our workforce are minorities. We provide career and education opportunities that help our entire employee base excel.

SUPPLIER / COMMUNITY / CUSTOMERS

What is the company’s commitment to minority suppliers? Do you have specific goals for spending, either in dollars spent or a percentage of money spent with various suppliers? We have an entire supplier diversity department that educates the community through sponsorships, forums, programs on vendor management and procurement. We have developed partnerships with local organizations to enhance our supplier vendor program and we have also simplified our vendor Web site for small and minority-owned business to receive informa-tion on procurement opportunities— http://aflac.adaptone.com.

How do you educate/promote diversity and inclusion for vendors, customers, or the general public? We host on-site workshops and business forums with panelists


Amanda Bass with Brenda Mullins.

“We provide career and education opportuni-ties that help our entire employee base excel ... 70% of workforce and 52% of management team are women ... 42% are minorities.”

brenda j. mullins

PDJPDJ

Different perspectives generate fresh ideas. That’s why at Bank of the West, we value diversity and equal opportunity for all our employees. Year after year, we continue to grow stronger thanks to our unique blend of people. After all, in today’s competitive banking environment, it is our employees with innovative ideas that keep us a step ahead of the rest.

© 2007 Bank of the West. Member FDIC.

www.bankofthewest.com

AT BANK OF THE WEST, WE BELIEVE OUR CUSTOMERS ARE WELL SERVED BY EMPLOYEES WHO ARE WELL SERVED.

[ Bank of the West ]

WANT TO WORK FOR ATRULY GREAT BANK?



Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. M/F/D/V


Simply having a supplier diversity program is not enough. At a minimum, you want your program to contribute to the achievement of your business objectives while fostering diversity and inclusion in the

purchasing function. Once again, inspired by Stephen Covey’s book, we sought the advice of several executives with successful supplier diversity programs in place and asked them to describe what’s working. In the pages that follow, you will find profiles of the people and companies who are supplier diversity pathfinders and a description of their best practices. Here is a chance to sneak a peek at the winning strategies devised by our contributing executives. Enjoy!


Aflac has expanded its supplier diversity program over the past few years. To help entrepreneurs promote their

product and service capabilities, Aflac offers a number of innovative outreach programs that mentor small and minority suppliers to help them succeed in their businesses. The company’s supplier diversity efforts have become more concentrated on educating the Southwest Georgia region’s minority and small business owners. We are pilot-ing a grass-roots program entitled Georgia Mentor Protégé Program. This 18-month program is an open door to communication, education and mentorship between the company and area small and minority-owned businesses. The objective of the program is to allow Aflac to mentor and educate entrepreneurs on the enhancements they need to develop their businesses. The program will:• Offer an extensive education and training program for

small, minority and women business owners that is designed to help growing companies secure procurement opportunities.

• Offer an online resource center with useful tips for entrepreneurs starting new businesses.

• Offer sponsorship opportunities to small businesses through networking events across the country and provide advice for entrepreneurs.

Aflac also recognizes minority business leaders for their dedication to community service. In an alliance with The Latino Coalition, the company highlights Hispanic entrepreneurs with the aflac Civic award for Hispanic Business Leaders. These awards honor Hispanic small business owners across the country. Through innovative grass-roots initiatives such as the Georgia Mentor Protégé Program and Aflac’s commitment to honoring top leaders, the company has increased supplier diversity spending from $3 million to $30 million in just three years to help numerous small businesses reach success. For more information, please visit aflac.com.

Aflac Enhances Supplier Diversity Program

H A B I T S O F H I G H L Y E F F E C T I V E S U P P L I E R D I V E R S I T Y E X E C U T I V E S

Executive Profile

Title: 2nd Vice President, Human Resources, Diversity Officer

Education: Bachelor of Science degree in Human Resources Management,

Troy University

Outside interests: My outside interests are those organizations i serve

as a board member or volunteer. These include Goodwill industries,

One Columbus, Society of Human Resources Management (SHRM), and

Leadership Columbus. i am also working with Junior Achievement to

develop a partnership with the schools.

Favorite charity: My favorite charity is United Way. i like them because they

spread the dollars to several organizations like Girls inc., March of Dimes, and

the Red Cross. i donate blood to the Red Cross every time they have a blood

drive at Aflac (and have also donated in their community blood drives).

Corporate Profile

Headquarters: Columbus, Georgia

Web site: aflac.com

Primary business: Worksite Marketing and Voluntary Benefits/Supplemental insurance

Employees: 4,200

2005 revenues: $14.4 billion

Aflac, Inc.

Brenda Mullins

PDJPDJ

Thanks to you,the Garcias feel confident about their health planchoices. Now, they spend less time on the phone andmore time having fun.

At WellPoint, you can be addressing tomorrow’s health careissues, today. Significant issues, like providing a wide array ofinnovative products and services with confidence. In the Garcia’scase, they were looking for a total benefits solution for theirimpending retirement. As a valued and trusted WellPoint teammember, you will guide people like the Garcias with your soundadvice. And get them back in the game of life.

Better health care, thanks to you.

Visit us online at wellpoint.com/careers

EOE ®Registered Trademark, WellPoint, Inc. © 2006 WellPoint, Inc. All Rights Reserved

PROFILES & DIVERSITY JOURNAL 3/1/2007, 4/1/200789722-IN50842WELLPO8.5” x 11”Sarah Habegger v.7


The Supplier Diversity Program was established more than 14 years ago to expand Cisco’s network of diverse

suppliers. In my seven years with Cisco, I have seen our communities, customers and partners evolve with diverse individuals. Part of my job is ensuring that our suppli-ers reflect the diversity of those communities. My team is responsible for identifying potential suppliers and facilitating relationships between them and Cisco representatives who can use their products and services. It is our policy to provide and expand business opportunities to small, women-owned, small disadvantaged, minority, disabled veteran, and HUBZone business enterprises whenever possible. I’ve learned that it’s not necessary to start out with the most ambitious supplier diversity program, but rather one that will be the most effective. Start with cultivating goals that include two or three key initiatives needed to implement a meaningful program. It is imperative that your supplier diversity program meet the company goals and also makes good business sense. Goals that help align supplier diversity efforts with the bottom line:

Work, live, learn, Play. This is part of Cisco’s corporate vision. Align supplier diversity goals with those of the orga-nization. Communicate how supplier diversity efforts will

contribute to business goals. This will help you gain commitment internally and externally.

Be a Good Partner. Think outside the box. Engage suppliers in efforts such as awards and events that promote their good work. Let partners develop their businesses so they can move ahead.

lead by example. Industry solutions are seldom clear. Learn to understand how other companies in your industry help foster inclusion across the industry. Invest the time to under-stand how supplier diversity efforts affect the industry and how to exert positive change in the right areas.

Staying Ahead in Supplier Diversity


Executive Profile

Title: Director of Supplier Diversity Business Development

Education: EdD candidate at the University of San Francisco, San Francisco, Calif.;

MBA - University of Phoenix, San Jose, Calif.; MA - Speech Pathology, University of

Pacific, Stockton, Calif.; CA Teaching Credential and BA in Speech Pathology, University

of Pacific, Stockton, Calif.

Outside interests: Participates in marathons and 60-mile walks for the Breast

Cancer Foundation (Susan G. komen) and the Leukemia and Lymphoma Society.

Favorite charity: Breast Cancer Foundation (Susan G. komen) and the Leukemia

and Lymphoma Society (Team in Training)

Corporate Profile

Headquarters: San Jose, California

Web site: www.cisco.com

Primary business: networking for the internet

2006 revenues: Fiscal year 2006 (ending July 2006) $28.5 billion

Employees: 54,563 worldwide, which reflects end of Q2 FY 2007 numbers

Cisco Sys tems, Inc .

Denise Coley

PDJPDJ

Profiles in Diversity Journal M a r c h / a p r i l 2 0 0 7 31

As the world’s leading computer systems company, with manufacturing plants in North America, Asia, Europe

and South America, Dell is committed to increasing oppor-tunities for diverse businesses globally. Through its supplier diversity program, Dell works to provide equal access to potential business opportunities for small businesses, small disadvantaged businesses, woman-owned small businesses, veteran-owned small businesses, minority- and women-owned business enterprises, and HUBZone businesses (Historically Underutilized Business Zone) to participate as partners and sup-pliers of goods and services within its corporate supply chain. “Diverse businesses bring additional innovation and a competitive element into our supply chain which adds value to our customers,” said David F. Brown, vice president of world-wide procurement for Dell. During Brown’s tenure, Dell has steadily increased its spending with diverse suppliers by more than 66 percent, breaking the billion dollar mark in 2003. In FY06, Dell spent $1.8 billion with small and minority- and women-owned businesses, and year-over-year spending with its diverse partners continues to grow at a 20 percent rate. Brown attributes the success of Dell’s award-winning supplier diversity program to its supplier diversity process: • Working with Dell commodity managers to identify

upcoming, non-production and production-procurement opportunities

• Identifying qualified, diverse suppliers to participate in upcoming procurement opportunities

• Screening identified diverse suppliers to determine if a match exists between suppliers’ capabilities and business requirements

• Hosting Dell Supplier Diversity Summits: Educational and networking forums to discuss Dell business needs and to connect Dell customers with diverse suppliers.

“At Dell, diversity is a key aspect of how Dell does business and diverse suppliers are an important component of our diversity management model,” said Brown.

For more information on Dell’s Supplier Diversity program, visit www.dell.com and click on About Dell.

Process is Key to Success at Dell


Executive Profile

Title: Vice President, Worldwide Procurement, Dell inc.

Education: State University of new York – BS in Business and Finance

Outside interests: Land Restoration and Historic Preservation

Favorite charity: Juvenile Diabetes Foundation

Corporate Profile

Headquarters: Roundrock, Texas

Web site: www.dell.com

Primary business: Technology/Computers

2006 revenues: $57.9 Billion

Employees: 82,002 worldwide

David F. Brown

Del l Inc .

PDJPDJ


Leadership Accountability Includes Supplier Diversity at Kodak


Executive Profile

Title: Director, Supplier Diversity and Purchasing Manager, Worldwide Purchasing

Education: BS Management Science, nazareth College of Rochester, new York

Outside interests: Hiking, biking, traveling, reading, walking

Professional and community leadership:

Board Chair for the Breast Cancer Coalition of Rochester

Past Treasurer for the Breast Cancer Coalition of Rochester

Advisory Board for Enterprising Women, inc.

Member of Rochester Women’s network

Member of kodak’s internal diversity networks

Member of national Association of Purchasing Managers

Favorite charity: Breast Cancer Coalition of Rochester

Corporate Profile

Headquarters: Rochester, new York

Web site: www.kodak.com

Primary business: digital imaging and imaging technology

Employees: 40,900 worldwide (as of December 31, 2006)

2005 revenues: $13.3 Billion

Eastman Kodak Company’s Supplier Diversity pro-gram continues to increase its domestic spending with

women-owned and minority-owned businesses. Kodak’s Supplier Diversity program was initiated as part of the procurement organization in 1989. In 2001, goals were set to place 10 percent of Kodak’s annual domestic purchasing of materials, supplies, services, and equipment with minority- and women-owned businesses by 2006. The company met the goals months ahead of schedule. Kodak’s Joyce Wichie, director of supplier diversity and purchasing manager, said the company exceeded its new goals in 2006, spending 11.8 percent with minority-owned businesses, and 11.9 percent with women-owned companies. “We continue to hold our business units accountable, and this includes the leaders of these functions, for whom a portion of their compensation is tied to supplier diversity performance,” Wichie said. Each year, Kodak’s senior lead-ers are ranked on their diversity performance in a personal Qualitative Factors Assessment. Their operations’ supplier diversity spending is part of the ranking. As Kodak nears completion of its three-year transforma-tion to a digital imaging company, its need for information technology, fleet services, legal support, marketing and advertising services, and capital (construction) services continues. Minority- and women-owned businesses provide many of these services for the company.

“Diverse suppliers are always part of the bidding pro-cess,” Wichie said. “Our commodity managers reference a database created from the online supplier diversity registra-tion system on our Web site. And we’re continually talking with business owners at conferences such as the Women’s Business Enterprise Council’s National Conference and Business Fair, Black Enterprise’s Entrepreneur Conference, and the National Minority Supplier Development Council annual trade fair, as well as local business trade shows.” Small wonder, then, that Kodak topped Black Enterprise magazine’s list of 10 Best In Supplier Diversity in 2006. Visit www.kodak.com/go/supplierdiversity to learn more.

Eastman Kodak Company

Joyce Wichie

PDJPDJ

It all started with one project. PMI, a minority-owned printer, connected with TimeWarner through our world-class Supplier Diversity program – and has been impressing usever since. That’s why we’re proud to sponsor PMI for the exclusive Corporate PlusProgram. Created by the National Minority Supplier Development Council, it gives topminority businesses a chance to be seen, be heard and be hired by leading corporationsnationwide. Project after project, PMI and Time Warner have succeeded together. Couldyou be part of our next great success story?

Get started today by registering your firm at www.TWSupplierDiversity.com

TIME WARNER SUPPLIER DIVERSITYDriving your business and ours to success.

Talent meets opportunity

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TWSD Profile Diversity Jour.Ad.qxd 3/9/07 8:12 PM Page 1


Ernst & Young Has Well-defined Strategies for Success


Executive Profile

Title: Director of Supplier Diversity

Education: BS Management, Emmanuel College, MBA, Bentley College

Outside Interests: Music and theatre

Favorite Charity: Susan G. komen Breast Cancer Fund

Corporate Profile

Headquarters: new York City

Web site: www.ey.com

2006 global revenues: $8.4 billion

Global employees: 114,000

At Ernst & Young, we have four key strategies that drive our supplier diversity program.

1) Commitment to action – Top down leadership and accountability is essential to our supplier diversity program. At Ernst & Young, supplier diversity is everyone’s responsi-bility, but the tone is set at the top of the organization. This is critical for fostering a sense of accountability toward pro-curement policies that drive diverse business utilization.

2) awareness – To build equitable access for all suppliers, we have to constantly raise awareness and dispel misconcep-tions of diverse businesses. It is not enough to build equal access; we must also deliver a playing field where equitable profits can be made and where diverse businesses can grow. Internal awareness is also critical so that each member within the organization understands his role in supplier diversity.

3) Development – Ernst & Young recognizes that long-term success will require our firm and other large companies to develop and build the base of successful diverse suppliers. To that end, we develop educational seminars, award scholar-ships, and mentor diverse businesses so that they can grow their businesses and enhance their management skills. For example, in 2006, our firm announced that one of the nation’s largest and oldest African American account-

ing firms, Mitchell & Titus, would be joining us as a global member firm, maintaining their independence as a certified minority-owned supplier. This arrangement allows us to mentor and develop a minority supplier to achieve greater revenues and exposure to clients nationwide.

4) results/Behavior – Although talking about the impor-tance of supplier diversity is important, we can’t stop there. We must change behavior and deliver results. This includes supplier diversity training, active participation at advocacy events and development of metrics that track inclusion and utilization.

Ernst & Young

Theresa Harrison

PDJPDJ

determines a company’s success.

www.kodak.com/go/careers

© Eastman Kodak Company, 2006

DiversityEastman Kodak Company’s commitment to diversity and inclusion involves our employees, customers, suppliers and communities worldwide. In our global marketplace, Kodak’s innovations reflect the creativity and rich tapestry of our diverse workforce and winning culture.

06KGB5560_Div.Inc.ad.indd 1 11/8/06 11:59:23 AM


Halliburton has a true commitment to supplier diversity. We believe our ability to leverage a diverse group of

suppliers with distinct thoughts, ideas and skills makes our company stronger and creates a competitive advantage in global markets. As such, we’ve developed supplier diversity strategies that distinguish Halliburton from the competition and enable us to meet the demands of our business, our customers and the countries in which we operate.

Demonstrated leadership – The most effective means of engaging employees and emphasizing the importance of supplier diversity is to lead by example. I have assigned members of my executive leadership team to form our Supplier Diversity Executive Steering Committee. This committee ensures that our supplier diversity program receives attention, guidance and encouragement from our senior executives. Holding leadership accountable for achieving measurable results sets a high standard of importance and performance for all employees.

encourage Program innovation and supplier Development – It’s important to constantly develop new, creative ways to support and encourage supplier diversity. This year, for example, we plan to introduce our Business Education and Supplier Transformation (BEST) program, an initiative to foster closer relationships with the diverse suppliers that will play a key role in our business in the future. link supplier Diversity to Global Business strategies

– Growth in international markets means that organizations must take a broader approach to addressing supplier diversity. Halliburton has begun to establish country-specific criteria to actively identify quality suppliers in other countries to support our growing program. We recognize that becoming an industry leader in sup-plier diversity must be a business strategy and a daily focus. We are confident that these strategies and our willingness to go above and beyond industry standards for supplier diversity will enable Halliburton to continue delivering added value and outstanding service to our customers, while improving the business performance of our company and our suppliers.

Halliburton’s Lane Leads by Example


Executive Profile

Title: Executive Vice President and Chief Operating Officer

Education: Bachelor’s degree in mechanical engineering from Southern

Methodist University in Dallas, Texas

Outside interests: Serves on the executive board of Southern Methodist

University’s School of Engineering, member of Society of Petroleum

Engineers, plays golf.

Favorite charities: American Cancer Society, American Red Cross,

American Diabetes Association, Casa de Esperanza, and Habitat for Humanity

Corporate Profile

Headquarters: Houston, Texas

Web site: www.halliburton.com

Primary business: Energy services


Employees: 100,000

Halliburton

Andrew R. Lane

PDJPDJ


Supplier diversity is a business imperative that enhances the supply chain, economically strengthens business com-

munities, increases competitive advantage in the marketplace, and provides equal access to procurement opportunities.

Highmark is committed to encouraging and increasing the utilization of diverse businesses. Highmark’s commit-ment to this initiative is endorsed by Kenneth Melani, MD, Highmark president & CEO, and Highmark’s Affirmative Action & Diversity Board Committee.

strateGies

• Creating a winning team – Highmark created a division of more than a dozen employees dedicated to its corporate supplier diversity initiative.

• utilization – Increase utilization of diverse suppliers and redefine metrics that focus on process improvement and variation reduction through quality assurance.

• Certification Management – Ensure all diverse busi-nesses are certified by the National Minority Supplier Development Council, Women Business Enterprise Council and/or the Small Business Association.

• education – Highmark educates other large companies about working with minority-owned suppliers through sup-plier development, mentoring and management training.

• outreach/Partnerships – Partnering with various organizations and industry groups helps to strengthen Highmark’s corporate supplier diversity program, community commitment and the marketplace. Some

of our partners include: Small Business Administration (SBA), National Minority Supplier Development Council (NMSDC), The Conference Board’s Supplier Diversity Council, Blue Cross and Blue Shield Association, Institute of Supply Management (ISM), African American Chamber of Commerce of Western Pennsylvania, Robert Morris University, Massey Center for Business Innovation and Development, Veteran Business Outreach Center, Women Business Enterprise National Council (WBENC)

reCoGnition / suCCesses

Highmark Inc. was recently recognized as the co-winner of the 2006 John H. Adams Corporation of the Year Award by The Pittsburgh Regional Minority Purchasing Council, an affiliate of NMSDC. Highmark Inc. recently received the 2006 Regional Corporation of the Year Award from The Minority Supplier Development Council of Pennsylvania, New Jersey and Delaware, an affiliate of the NMSDC.

Highmark Earns Success and Recognition


Executive Profile

Title: Executive Vice President, Human Resources & Administrative Services

Education: Bachelor’s degree in political science and economics from Virginia Polytechnic institute and State University (Virginia Tech) and two master’s degrees in Finance and Management/Organization Development from Lake Forest Graduate School of Management, illinois. Currently com-pleting doctoral degree at George Washington University.

Outside interests: Former chairman of the board of Christiansburg institute, inc., and the Pittsburgh Disability Employment Project for Freedom. Has served as a member of the University of Minnesota Human Resource Development Advisory Council; Cornell University industrial and Labor Relations School Advisory Board; Pittsburgh Ballet; Life’s Work of Western Pennsylvania; and on the Epilepsy Foundation’s national board. He currently is a board member of the institute for Supply Management and the Regional Learning Alliance. He is a commissioner of the Pennsylvania Workforce investment Board.

Favorite charity: United Way

Corporate ProfileHeadquarters: Pittsburgh, PennsylvaniaWeb site: www.highmark.comPrimary business: Health insurance2006 revenues: Projected to be approximately $10.6 billionEmployees: 17,5002005 revenues: $14.4 billion

S. Tyrone (Ty) Alexander

Highmark Inc.

PDJPDJ

We each have a

unique story to tell

Our different backgrounds, experiences, thoughts and perspectives have helped shape us into who we are today.

As we help you protect the things that matter most to you,we know one approach won’t work for everyone.

Truly listening to our customers is at the heart of our On Your Side® promise. And at Nationwide, we care about helping you meet your unique needs.

backgrounds

experiences

thoughts

perspectives

Nationwide, the Nationwide framemark and On Your Side are federally registered service marks of Nationwide Mutual Insurance Company.1-877-On Your Side is a service mark of Nationwide Mutual Insurance Company. © 2007 Nationwide Mutual Insurance Company, All Rights Reserved.

�0 Profiles in Diversity Journal M a r c h / a p r i l 2 0 0 7

Proactive Efforts by Hilton Hotels Supercharge Its Supplier Diversity Program


Executive Profile

Title: Director, Supplier Diversity

Education: Bachelor of Science degree in marketing from California State

University at Long Beach, and has completed two years of studies at the

University of San Francisco Law School.

Outside Interests: Traveling with my wife and playing tennis, nFL football

and SF 49ers.

Favorite Charity: The Los Angeles Midnight Mission

Corporate Profile

Headquarters: www.hiltonworldwide.com

Primary Business: Hotels

2006 Revenues: $8.162 billion

Employees: 105,000

Hilton Hotels Corporation has a long-standing commit-ment to diversity throughout its business, including

supplier diversity. But connecting M/WBE suppliers to procurement can be a daunting proposition within large corporate environments having national, regional and local decision-makers and multiple brands serving many market segments. Fortunately for Hilton and many minority-, women- and veteran-owned businesses, Fred Lona, Hilton’s Supplier Diversity guru, has devised new approaches to connect minority and women suppliers with Hotel buyers. Fred’s efforts over the last year showed dramatic results at a recent Hilton supplier mixer in Southern California. By shortening the process from introduction to engagement, Lona supercharged results. Here are the essential steps of the new process:

• Potential M/WBE suppliers “introduce” themselves via Hilton’s Supply Management Web site (www.hiltonsupply.com), which provides supplier and registration information. On completion of their registration, suppliers e-mail all marketing and collateral information to Lona.

• Upon receipt of the supplier’s information, Hilton “pre-qualifies” a registered supplier, looking especially at the “fit” of the M/WBE business offerings, capabilities and qualification of the supplier as an M/WBE.

• Pre-qualified M/WBEs are then invited to meet one- on-one with the buying decision makers from Hilton’s family of brands from the local area.

This process facilitates accelerated procurement decisions, and new M/WBEs can become part of the Hilton Family of supporting businesses easily without the hassle of traditional procurement systems. Both Hilton buyers and M/WBEs offer rave reviews to this new approach. The pre-qualification process and the movement of potential suppliers among decision mak-ers at the Hilton Supplier event saves time and effort and gets results. There were smiles all around at Hilton’s recent California event, which will be repeated throughout the country during 2007.

Fred Lona

Hilton Hotels Corporation

PDJPDJ

At Dell, we’re committed to bringing together individuals withdiverse backgrounds, thinking, leadership and ideas, and armingthem with the best tools to ensure their success. We believe this

helps drive innovation and makes Dell a more dynamic company.Through career development, mentoring programs, network

groups and products like the Dell Latitude D620 with Intel™ Centrino™ Duo Mobile Technology, we offer the resources to help every employee achieve their potential. Our goal is to ensure that Dell is a great place to work, grow and aspire.

Success real time. Capture it at Dell.

Dell and the Dell logo are registered trademarks of Dell Inc. ©2007 Dell Inc. Intel, Intel logo, Intel Inside, Intel Inside logo, Centrino and the Centrino logo are trademarks or registered trademarks of Intel Corporationor its subsidiaries in the United States and other countries. All rights reserved. Dell Inc. cannot be held responsible for errors in typography or photography. Dell is an AA/EO employer. Workforce diversity is an essentialpart of Dell’s commitment to quality and to the future. We encourage you to apply, whatever your race, gender, color, religion, national origin, age, disability, marital status, sexual orientation, or veteran status.

www.dell.com/careers

CAREERS AT DELL. CONSIDER THE POSSIBILITIES.

Get more out of your career. Now at Dell.

Dell recommends Microsoft Vista

DEL-756 3/9/07 2:03 PM Page 1


Business Development Process Works for Johnson Controls


Executive Profile

Title: Director, Diversity Business Development

Education: Master’s in economics; Bachelor’s in management science and engineering, Case Western Reserve University, Cleveland, Ohio

Recognition: named Minority Business Enterprise Advocate of the Year, 2003, by the national Minority Supplier Development Council

Outside interests: Video productions

Favorite charity: Christian Faith Fellowship Church

Reginald Keith Layton

Reginald Layton is responsible for overseeing all diverse purchasing activities of Johnson Controls companywide.

Johnson Controls’ supplier diversity strategy is to establish a diversity business development process that expands revenue and strengthens the company’s network of suppliers.

Johnson Controls’ strategies and outcomes include:

establish and sustain accountability companywide. Purchasing teams are evaluated for their diversity purchasing performance monthly by a council of divisional vice presi-dents of purchasing.

Provide implementation training for key employees. Johnson Controls offers a course for every employee responsible for purchasing goods and services on behalf of the corporation.

Develop annual purchasing plans. All purchasing teams submit plans to exceed procurement goals, utilizing detailed strategies to increase minority supplier participation.

orient potential new suppliers to processes and opportunities. Johnson Controls holds monthly “Straight Talk” orienta-tion sessions with potential suppliers throughout the United States to explain the pre-qualification process and review active purchasing plans.

automate and maintain supplier capability/opportunities match database. Johnson Controls uses an automated pro-cess to present minority supplier capabilities to internal deci-sion-makers for consideration and tracking on current and future projects.

Help strengthen diverse suppliers’ business processes. Diverse suppliers are developed through Johnson Controls’ training, business mentoring modules, 12 annual fellow-

ships for minority executive education at Dartmouth and the University of Wisconsin, and individual development plans.

leverage minority business development strategies into mutually beneficial business gain. When the opportunity arises, Johnson Controls will structure equity joint ventures and strategic alliances with minority firms.

evaluate and report results. Internal business reviews are conducted by the divisional presidents and the Office of the CEO to evaluate the effectiveness of the purchasing teams’ diversity purchasing performance.

implement reward and recognition. Buyers and field personnel compete for Johnson Controls’ highest form of employee recognition—the Chairman’s Award—based on their success in structuring mutually beneficial deals.

set new goals for each year. The company’s supplier diver-sity success is perpetuated by continuous improvement pro-cesses based on business goals, purchasing plan results and best practices.

execute world-class strategies to produce world-class results. The company has been honored with 16 regional, national and customer awards for supplier diversity.

Corporate Profile

Headquarters: Milwaukee, Wisconsin

Web site: www.johnsoncontrols.com

Primary business: Johnson Controls (nYSE:JCi) is a global leader in automotive experience, building efficiency and power solutions. The company provides innovative auto-motive interiors that help make driving more comfortable, safe and enjoyable. For buildings, it offers products and services that optimize energy use and improve comfort and security. Johnson Controls also provides batteries for auto-mobiles and hybrid electric vehicles, along with systems engineering and service expertise.

Industry ranking: Fortune 100

2006 revenues: $32 billion


Johnson Controls Inc.

PDJPDJ


The new reality of global competition has fundamentally altered the relationship between companies and their

network of diverse suppliers. Initially, companies ensured that their suppliers participated through the purchase of goods and services. Now, the focus must shift from ensur-ing participation to ensuring sustainability. As corporations, we can best do this if we focus more on the quality of, rather than just the quantity of, our spending with diverse suppliers.

1. At Kelly Services, we absolutely prefer to have our second-ary suppliers be concentrated in the higher margin pro-fessional and technical staffing space. First, it’s just good business. A diverse network of suppliers is better able to fill a wide range of jobs because of an excellent reach into diverse populations. Second, we know that our diverse suppliers, who can fill these positions, are strong, profit-able, competitive, long-term partners.

2. Kelly also re-engineered its overall program into a process that develops diverse companies into strong supply and staffing partners. Through our partnerships with suppliers, we are able to access a broader pool of candidates and provide customers with the highest levels of quality service.

3. To foster growth and provide opportunities among Minority, Women and Disabled Veteran Business Enterprises (MWDBEs), Kelly has developed a supplier

development curriculum to connect diverse suppliers with staffing industry leaders, procurement specialists and lead-ing, Fortune 500 companies. Kelly’s regional Supplier Diversity Summits—previously hosted by ExxonMobil and GlaxoSmithKline—provide a networking forum for staffing companies to share best practices within the sup-ply chain. These high-energy industry forums are designed to inform, engage and generate business opportunities for MWDBEs.

Kelly believes that supplier diversity development is a key component to a company’s overall success. And for companies to remain competitive in today’s global market-place, advancing and developing diverse suppliers is not only a best practice; it’s a business imperative.

Kelly Services Focuses on Quality


Executive Profile

Title: Vice President, Supplier Diversity Development - Staffing Solutions

Education: Bachelor of Science degree in business administration, and an

MBA in marketing from Wayne State University

Outside interests: Mentoring by participation in both Executive Leadership

Council and inROADS - advancing the career development of minorities in

corporate America

Favorite charity: United Way - Women’s initiative: We focus on early

childhood literacy

Corporate Profile

Headquarters: Troy, Michigan

Web site: www.kellyservices.com

Primary Business: Global staffing solutions provider


Employees: More than 700,000

Nicole M. Lewis

Kelly Services, Inc.

PDJPDJ


The inclusion of diversity into a corporation’s business strategy is regarded as a critical competitive business

advantage. The increased awareness of ethnic buying power has caused many corporations to value and integrate diversity into all aspects of business operations, including human resources, construction, marketing, and procurement. Within the purchasing discipline, supplier diversity broadens the range of companies with which they can conduct business and enhances shareholder value. There are simple and easy steps corporations can take to develop relationships with diverse-owned enterprises.

• Ensure diversity is valued and driven from the highest level of the corporation to line-level employees.

• Develop procedures to include diverse-owned enterprises in your company’s bid process.

• Become an active member in organizations that represent diverse business owners such as the National Minority Supplier Development Council, the Women’s Business Enterprise National Council and local chambers of commerce. Most have lists of suppliers that member companies can use to identify vendors.

• Develop an internal database to capture supplier information for future bid opportunities.

• Require certification from diverse-owned businesses.

• Schedule monthly “Getting to Know You” meetings and invite suppliers to make business presentations.

America is an increasingly multicultural marketplace and diversity fosters competition. Diverse-owned enterprises bring different perspectives, ideas and talents to the table and provide quality products and services at competitive prices. Additionally, adopting a formal supplier diversity program benefits all parties involved by fostering an environ-ment for growth. Corporations expand their supplier options while diverse-owned enterprises expand their businesses and contribute to prosperity.

MGM MIRAGE Knows Diversity Success Enhances Shareholder Value


Executive Profile

Title: Director, Supplier Diversity

Outside interests: Working with homeless citizens through the Las Vegas

Rescue Mission, mentoring teen girls through church-based program “Sister

2 Sister,” active in the ministry with her husband in their local church,

spending time with her two sons

Favorite charities: Las Vegas Rescue Mission, Shade Tree Women’s Shelter

Corporate Profile

Headquarters: Las Vegas, nevada

Web site: www.mgmmirage.com

Primary business: Hotel and Gaming


Employees: 70,000

Kenyatta Lewis

MGM MIRAGE

PDJPDJ

Creativity means taking a chance. And that’s

the only way to grow.

I’m interested in a lot of different things. At Hallmark—

working in several different departments—

I’ve had the chance to explore all those interests.

With every job, I came in as a beginner and grew to be an expert.

Within one opportunity, there is always another.

As a creative person, advancing in my career gives me even more

freedom to express myself. I use my mind in ways I never imagined.

That’s what lets me say I love where I am and I love what I do.

rachel britt—production art supervisor

for information on hallmark career opp ortunities , v isit www.hallmark.com/careers.

l i v e yo u r pa s s i o n . l ov e yo u r wo r k .

© 2007 hallmark licensing, inc.

z_HMK_UrbanAd.indd 1 1/11/2007 4:42:03 PM


The most important element of a successful supplier diversity program is to have commitment from the top.

New York Life’s Supplier Diversity Program has the enthusi-astic support of Chairman and Chief Executive Officer Sy Sternberg. In fact, his statement of support of the Supplier Diversity Program is included in marketing materi-als and Web content. New York Life has a formal program established with a written mission statement, a full-time director and a communications plan. The comprehensive communications plan includes both internal and external guidelines.

internal communications include: • A “Guidelines for Buyers” formally presented by a pro-

curement executive to the procurement staff, additional business units and field employees to educate and identify new procurement opportunities for M/WBEs.

• Collaboration with the Strategic Sourcing Department to ensure M/WBEs are utilized for traditional (printing and promotional materials) and non-traditional services (food management services, corporate real estate services and energy supply companies).

• Staff meetings and presentations by a full-time director to senior management across business lines to explain the business case for supplier diversity. Their understanding the business case ensures their “buy-in.”

external communications include:

• A Supplier Diversity brochure that includes New York Life’s policy statement, and messages from our chairman and CEO, and the chief procurement officer.

• Establishing relationships with the minority business community, advocacy groups, and chambers of commerce through active participation and networking with other corporations, peers and competitors.

• Advertising plan with specific focus on minority business publications.

• Evaluating and recommending participation and sponsorships related to advocacy groups and business opportunity activities.

New York Life Supplier Diversity Strategies


Executive Profile

Title: Assistant Vice President, Supplier Diversity

Education: MBA, Baruch College

Outside Interests: Travel, ardent Mets fan

Favorite Charity: Southern Poverty Law Center

Corporate Profile


Web site: www.newyorklife.com

Primary business: insurance

Revenues: Reported oprating revenue $11 billion in 2005

Employees: 8,380

New York Life Insurance Company

Annette Ficucello

PDJPDJ

NationalCity.com Member FDIC • ©2007, National City Corporation®

CS-25080

When you bring all kinds of people together, good things are bound to happen.

The world is full of people who have made extraordinary contributions. We want the benefit

of that extraordinary talent. That’s why we’re committed to developing and implementing a

corporate strategy that focuses on enhancing work force diversity and inclusion. We also support

and partner with minority- and woman-owned businesses.

Visit us at NationalCity.com/Diversity for more information.


Pfizer’s supplier diversity goal is to build a supplier base that reflects the changing demographics of the consumer

marketplace. We also want to market this initiative so that we realize increased market share and shareholder value. We have had very good results with our supplier diver-sity initiative. Our spending with minority businesses has increased 10 percent annually. We currently spend about $500 million a year with minority-owned businesses and women-owned businesses. • Pfizer is active with the National Minority Supplier

Development Council (the leading advocacy/certifica-tion organization for minority-owned businesses) and the Women’s Business Enterprise National Council (the lead-ing advocacy/certification organization for women-owned businesses).

• Lisa Martin serves on the National Executive Committee of the National Minority Supplier Development Council, Inc.

• Pamela Prince Eason, senior director, worldwide procure-ment, sits on the board of Women’s Business Enterprise National Council.

• Gwendolyn Turner, supplier diversity leader, is on the board of local minority and women business enterprise groups.

• Not only are we active members of these boards, we make sure Pfizer sponsors a number of minority and women busi-ness enterprise activities locally and nationally every year.

• Over the past three years, we have provided scholarships for representatives from minority- and women-owned businesses to attend Dartmouth University’s Tuck School of Business Minority Executive Education Program.

• Informing our suppliers is just as important as educating members of our corporate organizations.

• Although we have accomplished much, we at Pfizer still see the need to go much farther.

• Our goals are to increase both our relationships and our spending with minority suppliers.

• We view our spending with minority suppliers as an investment in our ability to meet the needs of our customers.

• Pfizer is focused on our customers, and we know that supplier diversity is a necessary component in our efforts to fuel future growth.

Pfizer Increases Spending with Minority Businesses


Executive Profile

Title: Senior Vice President Worldwide Procurement, Pfizer inc

Education: BA, communications and psychology (magna cum laude),

Long island University, C.W. Post College, new York

Outside interests: Reading, exercise and dogs

Favorite charity: United Way

Corporate Profile


Web site: www.pfizer.com

Primary business: Pharmaceuticals


Employees: 100,000

Pfizer Inc

Lisa Martin

PDJPDJ


In the 1980s and ’90s, the minority purchasing model was focused on a company being a good corporate citizen

and meeting government compliance. Today, times have changed. Now, diverse business partnerships have evolved from simply “minority purchasing” to “supplier diversity” and no longer “just the right thing to do” but now, “it just makes good business sense.” In today’s business world, successful supplier diversity programs must be viewed as a completely integrated business process and not a stand-alone program. Organizations such as the NMSDC and WBENC offer various business devel-opment services and specialize in qualifying and certifying minority- or woman-owned businesses. Below are some key indicators for a healthy supplier diversity process:

• executive support—At Safeway, our CEO supports the supplier diversity process and all of the company’s diversity initiatives. He has identified our diversity initiatives as important contributors to our organizational growth.

• education/training—We train our team on what our process is and explain the positive economic effects. We also participate in seminars that train M/WBEs on the principles of growing a business and how to work with Safeway.

• outreach—We attend and participate in trade shows, conferences and seminars and plan to host our first in-house procurement trade-show.

• Development of core competencies—This involves mentoring, consulting, expanding second-tier opportuni-ties and forming strategic alliances.

• Process—We use online applications and RFPs and have established internal departmental “champions.”

• accountability—Track progress and identify potential opportunities. Include diversity in yearly performance scorecards.

• awards—In 2006, we presented an Outstanding M/WBE Award and an Outstanding New M/WBE Award.

• Culture—An asset at Safeway is our overall diversity culture. Over recent years, we have received the Catalyst Award for our outstanding work in the advancement of women and people of color, been recognized as one of the Top 50 Companies for Diversity in a special section published in Fortune, and received the Rainbow/Push Coalition’s Trading Partner Award.

Diversity is just a part of who we are.

Safeway: Diversity is Who We Are


Executive Profile

Title: Corporate Director of Diversity Affairs

Education: Bachelor’s degree in Business Administration and Economics

from San Francisco State University

Outside interests: Coaching little league baseball

Favorite charity: United negro College Fund (UnCF)

Corporate Profile

Headquarters: Pleasanton, California

Web site: www.safeway.com

Business ranking: #2 conventional food and drug retailer


Employees: 201,000

Safeway Inc.

Tim Williams

PDJPDJ


The mission of Sprint Nextel’s supplier diversity depart-ment is to be an effective conduit for third-party-

certified suppliers by identifying, introducing and promoting opportunities to compete for Sprint Nextel’s business. Sprint Nextel is committed to the growth and success of our supplier diversity initiatives and continues to explore and increase opportunities with a diverse range of suppliers. Sprint Nextel actively seeks additional opportunities to meet with suppliers and to increase external outreach activities. To help fulfill this commitment, Sprint Nextel has implemented several key strategies. Chief among them is a holistic approach to inclusion and diversity. Inclusion is an engrained part of the Sprint Nextel corporate culture from the CEO down, and Sprint Nextel employees are trained to approach all business opportuni-ties with an inclusive mindset. As a result, reaching out to diverse groups when new suppliers are needed is a natural part of the way many employees already do business. However, it’s still crucial to have corporate oversight of this important initiative, which is why Sprint Nextel has a strong full-time professional staff for its supplier diversity organization. This department is part of Sprint Nextel’s supply chain management organization, which resides in the finance division of the corporation.

The Sprint Nextel supplier diversity department works to ensure that the value proposition of supplier diversity is understood companywide. The supplier diversity department works in conjunction with Sprint Nextel business units to ensure that minority-, woman- and disabled-veteran-owned businesses have the best possible opportunity to participate in the purchasing process. As a result, Sprint Nextel has shown significant gains in purchases from these groups in the past decade. The supplier diversity program allows the corporation to procure goods and services from certified minority sup-pliers that bring innovation, great solutions and the right price point. This gives the corporation a favorable position in a very highly competitive industry. The supplier diver-sity department is a member in good standing with all the world-class supplier diversity organizations that help bring understanding and visibility to the initiative.

Sprint Nextel Uses Holistic Approach


Executive Profile

Title: Director of Supplier Diversity

Education: Bachelor of Arts degree in Administration of Justice, Howard

University, and a Master of Science degree in Procurement and Contract

Management from the University of Maryland University College

Outside interests: Membership and leadership positions with numerous

business, civic, professional and diversity-related organizations.

Favorite charity: March of Dimes

Corporate Profile

Headquarters: Reston, Virginia

Web site: www.sprint.com

Primary business: Telecommunications

Employees: Approx. 60,000

Sprint Nextel

Roland Jones

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N e v a d a : B e l l a g i o • M G M G r a n d • M a n d a l a y B a y • T h e M i r a g e • Tr e a s u r e I s l a n d • M o n t e C a r l o • N e w Yo r k - N e w Yo r k • L u x o r • E x c a l i b u r • C i r c u s C i r c u sR a i l r o a d P a s s • P r i m m V a l l e y R e s o r t s • S i l v e r L e g a c y • C i r c u s C i r c u s R e n o • C o l o r a d o B e l l e • E d g e w a t e r • G o l d S t r i k e • N e v a d a L a n d i n g

O u t s i d e N e v a d a : B e a u R i v a g e • G o l d S t r i k e - Tu n i c a • G r a n d V i c t o r i a • M G M G r a n d D e t r o i t

mgmmiragedivers i ty.com


SRP reflects an environment of inclusion, maintaining diversity at the core of our organization in the areas of

customers and shareholders, communities, supplier relation-ships, and employees.

We encourage new and varied business partnerships and facilitate the equitable treatment of suppliers through our supplier diversity program. Our strategic plan is the key to realizing success.

Key elements of our Strategic Plan are:

senior Management support

Key business segment managers and personnel comprise our Corporate Oversight Committee, actively participating in the development of supplier diversity initiatives and serving as internal and external advocates. Executive managers review quarterly reports, maintaining company-wide accountability for meeting specific goals and determining areas in which opportunity exists to include diverse suppliers.

specific Goals Promoting opportunity

Rather than softening requirements or resorting to set asides, SRP is committed to providing opportunity by ensuring capa-ble diverse businesses are included in our supplier pool. SRP’s Supplier Diversity team utilizes tools when researching the ownership status of potential suppliers to ensure data integrity.

Procurement advocacy

SRP’s supplier diversity team works to ensure diverse entrepreneurs are included in our supplier pool. The team connects suppliers to procurement agents and assigned busi-ness segment personnel who make opportunities available through bids and contracts.

Communication

SRP supplier diversity coordinates with corporate communi-cations and media relations to communicate success stories both internally and externally.

SRP realizes the need for constant improvement to reach higher levels of success. SRP is taking further steps to develop our supplier diversity program by:

• Exploring the best method for initiating an executive education program for business entrepreneurs designed to increase business acumen. Once established, SRP will offer scholarships to minority suppliers.

• Developing a means to recognize key individuals contributing to our success, including management, procurement agents, suppliers and end-users.

At SRP, we recognize the extent to which we reflect the community we serve is critical to our success. Diversity is just sound business.

SRP Ties Strategy to Supplier Diversity Success


Executive Profile

Title: Associate General Manager, Operations, information, and Human Resources Services

Education: Bachelor’s degree in marketing management from the University of Arizona

Outside interests: Metal art, long distance running, hiking, scuba instructing, and skiing

Favorite charities: Arizona Town Hall, Maricopa Partnership for Art and Culture, and several others

Corporate Profile

Headquarters: Phoenix, Arizona

Web site: www.srpnet.com

Primary Business: SRP is the largest provider of electric-ity to the greater Phoenix area, providing electric service to more than 900,000 customers. SRP is the Phoenix metropoli-tan area’s largest supplier of water, delivering about 1 million acre-feet to agricultural, urban and municipal water users.

2005 Revenues: $2.25 billion

Employees: 4,500

Salt River Project (SRP)

Lester J. “Chip” U’Ren

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Staples is strongly committed to supplier diversity, from our senior executives to each of our sales associates. Our

organizational philosophy is built on a foundation of three core principles:

• Make it easy: As the world’s largest office products company, businesses count on us to help them build a more diverse supplier base. Through our Staples Contract (www.staplescontract.com) division, which serves medium to Fortune 1000 organizations, we make it easy for our customers to meet their diversity spending goals by providing them access to a network of highly respected MWBE office supply providers. In addition, Staples makes it easy for customers to purchase a wide selection of products manufactured by MWBE suppliers, which are clearly identified in our Staples Contract division catalog and on StaplesLink.com, the e-commerce that is custom-ized for each contract customer.

• Help MWBes Grow: Staples pledges to our diversity suppliers that we will provide, among other things, busi-ness mentorship while helping develop their business with medium and large sized companies. This mentoring often means helping our diversity suppliers build the technology, fulfillment and accounting infrastructure to handle large accounts and next-day, nationwide delivery. In addition, senior executives across Staples meet with our MWBE suppliers to share their insights on a range of topics, including sales, strategy and IT. Mentoring helps strengthen our relationship with suppliers and empowers them to better serve customers.

• impact Communities: Staples works with MWBEs who share our commitment to impacting the communi-ties in which we do business. One example is Roxbury Technology, a minority-woman-owned laser toner cartridge re-manufacturer that was founded in 1994 and helps provide job opportunities for disadvantaged people in the community. Since working with Staples, Roxbury Technology has, among other things, grown its numbers of employees three-fold – going from 12 to 35 employees in just two years. In addition to adding jobs to their community, Roxbury gives back through donations to local non-profits. Going forward, Staples will continue to work with MWBEs who align with our own corporate responsibility commitments.

Three Principles Guide Staples


Executive Profile

Title: Director of Diversity initiatives, Staples north American Delivery

Education: Graduate of northeastern University and Suffolk University Law School

Outside interests: Coaching, basketball, bowling, boxing, tennis, cultural and

abstract art

Favorite charity: Charities for disadvantaged youth

Corporate Profile

Headquarters: Framingham, Massachusetts

Web site: www.staples.com

Primary Business: Office products and business services



Staples, Inc.

Tara Spann

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Sweet Street Desserts began in a Pennsylvania garage, where Sandy Solmon baked cookies and luscious sour

cream coffee cakes for local devotees. Her baked goods became so popular, the demand created a need for the business to grow.

It was the late ’70s, a difficult time for any woman try-ing to start a company. Solmon saw the dismissive glances at industry conventions. She had to talk a little more persuasively to meet with potential customers. She had to negotiate a little harder to get the high quality ingredients, equipment and personnel her gourmet dessert business required. Creative and impassioned, Solmon took on a world populated by men, where business was done at golf outings, a sport she did not have time to enjoy. Her vision, and the work of the team she attracted, made Sweet Street Desserts a profitable concern, one that would grow from a garage operation into a company that leads the category of frozen gourmet desserts, servicing 20-plus countries with more than 600 unique products. In fact, the State of Pennsylvania named her one of the 50 Best Women in Business. The success of Sweet Street Desserts has made her empathetic to the challenges faced by other individuals and companies. “I know the walls that are erected before innovators. They can stop a great idea, a broader vision, a unique approach,” said Solmon. “But for any industry to move forward, it needs the vigorous, textured, energetic combination of forces that comes from a diverse workforce and supplier network.”

Sandy Solmon has led her company in advocacy for women:

• Throughout the company, women hold management positions in which they make a significant impact on company growth and profitability.

• Personal and professional growth is supported through a Tuition Reimbursement Plan and other programs.

• Solmon and members of her female management team are active in the Women’s Foodservice Forum.

• Solmon is a member of the Zenith Group, which helps minority businesswomen gain a larger piece of the purchasing pie.

Sweet Street Desserts has been certified as a Women in Business Enterprise, and the company was named Sodexho 2003 Diverse Supplier of the Year.

Why Diversity is So Important to Sweet Street Desserts


Executive Profile

Title: President and CEO

Education: University of California Berkley, Economics

Outside Interests: Singing, acting, yoga, skiing

Favorite Charities: Olivet Boys and Girls Club of Reading, Penn.; Genesius Theatre, Reading, Penn.; Reading Museum; Jewish Federation

Corporate Profile

Headquarters: Reading, Pennsylvania

Web site: www.sweetstreetdesserts.com

Primary Business: Frozen Gourmet Desserts

Employees: 660

Sweet Street Desserts

Sandy Solmon

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Diversity is one of the central philosophies of our busi-ness. Symantec’s employees, customer base, and routes

to market are as diverse as its product offerings. We recog-nize and value diversity as a distinct business advantage and have pushed this initiative in our supply chain. Diverse sup-pliers offer innovative solutions, promote competition, and often offer a flexibility that many suppliers cannot. Symantec is committed to enhancing its program by continuing out-reach and identifying opportunities with valued suppliers.

symantec’s supplier Diversity strategies/Habits

• Senior level support and commitments are essential to program success. The diversity initiatives are overseen by a global steering committee comprising of executives who represent the diversity of the broader Symantec Corporation.

• To identify potential suppliers and educate existing ones, we are members of organizations such as The National Minority Supplier Development Council and other regional diversity councils. The information shared among these councils, and the Small Business Administration, helps maximize the inclusion of small/diverse suppliers in sourcing and outreach efforts.

• Symantec’s goal is to establish long-term relationships with small/diverse suppliers. For example, we currently outsource all of our U.S. manufacturing to a certified Minority Business Enterprise/Small Business Enterprise.

We also developed a Web site to help our suppliers explore educational, diversity, and business opportunities such as networking and funding.

• Supplier diversity and social responsibility are important to Symantec. When a Symantec supplier is selecting its own suppliers, we encourage them to take into consider-ation our diversity policies and use similar due diligence with their own supplier spend planning.

• In March 2006, Symantec signed the United Nations Global Compact. This compact embraces 10 principles covering human rights, fair labor, the environment and anti-corruption, and provides a framework for companies to follow when implementing business practices in these areas. Symantec was one of the first Silicon-Valley based companies to sign this compact.

Symantec’s Commitment to Supplier Diversity


Executive Profile

Title: Senior Manager, Supply Chain infrastructure

Education: Bachelor of Arts from Thomas Edison State College in new Jersey

Outside interests: national and international Travel. Loretta has been to all 50 states,

5 continents, and 21 countries.

Favorite charities: Second Harvest, Red Cross, Habitat for Humanity, Lifelong AiDS

Alliance, local food agencies in Oregon, and various arts groups including the Oregon

Shakespeare Festival.

Corporate Profile

Headquarters: Cupertino, California

Web site: www.symantec.com

Primary business: Symantec is a global leader in infra-structure software. The company helps customers protect their infrastructure, information, and interactions by deliver-ing software and services that address risks to security, availability, compliance, and performance.

2005 revenues: $5 billion

Symantec

Loretta Richardson-Scheid

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The philosophy that drives diversity at Wal-Mart is a natural extension of our core beliefs: respect for the

individual; service to the customer; and a drive for excel-lence. We are committed to helping grow the sourcing of merchandise and services from minority- and women- owned businesses.

We have developed strategic focus areas to execute the commitment: Increase the amount of business with minor-ity and women suppliers; increase the number of certified minority and women suppliers with whom we currently do business; expand our second tier spending; and institu-tionalize our internal efforts across the business to encourage our suppliers to embrace and develop minority and women businesses.

Wal-Mart Stores, Inc.:

• spent $4.29 billion with minority and women suppliers

• established an Internal Supplier Diversity Council to grow minority and women businesses

• hosted Supplier Diversity Summits to bring procurement officials and potential suppliers together

• developed Buyer Development Series to share best practices with purchasers.

The company has also established outreach programs to provide investments in WMBE businesses.

• In Fall 2005, Wal-Mart Stores, Inc., has made a $25 million commitment to establish a private equity fund that will directly issue equity investments to qualifying minority- and women-owned businesses.

• In May 2006, Siméus Foods International, Inc., the larg-

est black-owned food processing company in the United States, was the first beneficiary of the private equity fund, receiving a $5 million grant.

• The company has contributed $2 million to The Business Consortium Fund, Inc., a minority business develop-ment program created by the National Minority Supplier Development Council (NMSDC).

• Wal-Mart collaborated with Urban Trust Bank, the financial institution started by Black Entertainment Television founder Robert L. Johnson, to open branches inside Wal-Mart stores and bring banking services to our customers in underserved urban and minority communities.

• Wal-Mart is an active member of the Billion Dollar Roundtable, which is made up of companies that spend over $1 billion each with minority- and women-owned enterprises.

Wal-Mart Driven by Culture of Respect


Executive Profile

Title: Senior Vice President of Diversity Relations, Wal-Mart Stores, inc.

Education: Masters in journalism from Columbia University School of Journalism and a Bachelor

of Arts Magna Cum Laude in political science from north Carolina Central University. She is a graduate

of Pennsylvania State University’s Executive Management Program.

Outside interests: Silver-Parker has traveled on behalf of the Board of Global Ministries in the

Congo, Burundi and kenya to study and write about the health conditions and quality of life of

women and children. She is a frequent speaker on issues pertaining to women, diversity, corporate

social responsibility and strategic philanthropy.

Corporate Profile

Headquarters: Bentonville, Arkansas

Web site(s): e-commerce: www.walmart.com

information: www.walmartfacts.com

Primary Business: Retail

FYE06 Net Sales: $312.4 billion

FYE06 Net Income: $11.2 billion

Employees: More than 1.8 million associates worldwide, including 1.3 million in the United States.

Wal-Mart Stores, Inc.

Esther Silver-Parker

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Innovation has many faces. At Lockheed Martin, that includes everyone.

www.lockheedmartin.com

Whether it’s breakthrough technology for fighter jets, spacecraft that explore the cosmos, or

information systems that keep government running smoothly, Lockheed Martin has important work

to do. We need the sharpest minds available. And when we find them, we welcome them.

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By Catalyst

The 2007 Catalyst Award WinnersSince 1987, Catalyst has honored strategic business initiatives that result in the advancement of women in the workplace with the prestigious Catalyst Award. This year, we are proud to introduce four 2007 Award-win-ning initiatives from The Goldman Sachs Group, Inc.; PepsiCo, Inc.; Pricewaterhouse- Coopers LLP; and Scotiabank. These organizations, rep-resenting a broad range of service and consumer industries, have had the foresight, commitment, and talent to implement ambitious programs that harness the skills and experience of all employees in an increasingly global business envi-ronment—women as well as men, and women of color as well as white women. Their initiatives exemplify the type of intelligent decision-making that Catalyst supports day in and day out.

PepsiCo’s Award-Winning InitiativeIn this issue, we focus on PepsiCo’s Award-winning initiative,Women of Color (WoC) Multicultural alliance (the “Alliance”). The Alliance is a strategic support and resource group that focuses on the attraction, retention, and development of women of color within

PepsiCo and specifically targets women of color in middle and senior manage-ment ranks. It has created a culture of authenticity and honesty that permeates relationships among women of color and peers and managers, calls attention to the unique experiences and needs of working women of color, and showcases workplace dynamics and solutions related to the intersection of gender and race.

PepsiCo’s StrategyPepsiCo’s diversity initiative is achieved through: 1) implementation of four organizational priorities around women of color; 2) sophisticated alliance struc-tures and leadership; and 3) program-matic elements that have led to the retention, development, and satisfaction of women of color at PepsiCo.

1. implementation of four organizational Priorities around Women of Color.

• Creating support and awareness: At first, the initiative focused on achiev-ing buy-in from women of color and ensuring that critical issues were targeted. Later, this plank focused on building support and awareness more broadly in the organization, with an emphasis on the managers of women of color. These efforts resulted in increased awareness of and support for the initiative from key

constituencies.

• educating/Developing: Early on, the Alliance wanted to address the feedback it had received about the challenges women of color faced in developing authentic relationships with their managers, and it recog-nized the importance of providing women of color with meaningful development experiences.

• Building a sense of Community: A sense of community was built through programs and activities designed to assist employees in developing authentic and honest relationships with each other and with their managers.

• increasing representation: PepsiCo senior leaders are accountable through their performance reviews and bonuses for increasing the number of women-of-color senior managers and tracking their attrition, representation, and promotion. Data on women-of-color employees is compared to that of other demographic groups of employees and competitors on a regular basis.

2. sophisticated alliance structures and leadership.

The overarching PepsiCo women-of-

Focus on 2007 Catalyst Award Winner PepsiCo Women of Color (WoC) Multicultural Alliance

color advisory team, led by executive sponsor Dawn Hudson, president, PepsiCo North America, has at least one representative from each PepsiCo division. The team currently has 11 women-of-color core members, as well as other members from varying management levels and divisions within PepsiCo.

In addition to the women-of-color advisory team, there are six divisional advisory teams in North America, which include PepsiCo Corporate, Frito-Lay North America (FLNA), Pepsi-Cola North America (PCNA), Quaker/Tropicana/Gatorade (QTG), Pepsi Business Solutions Group (PBSG), and Business Process Transfor- mation (BPT). Each team has a senior-level executive sponsor who champions women of color within the division.

3. Programmatic elements that Have led to the retention, Development, and satisfaction of Women of Color at PepsiCo.

• Power Pairs®: This customized coaching program for women of color, their immediate managers, and their “skip-level” managers (second-level managers) builds personal and professional relationships, helps participants better understand others’ work styles, professional interests, and

career goals, and fosters more authen-tic and honest relationships.

• national Women-of-Color Conferences: In July, 2005, more than 175 women of color, from all PepsiCo divisions, joined together in the first Women of Color Multicultural alliance national Conference. This three-day event focused on team-building, professional and personal development workshops and panels, and networking with other partici-pants and senior executives within and outside of PepsiCo.

• regional Women of Color Meetings: PepsiCo also holds three large regional meetings for women of color at their headquarters in Dallas, Chicago, and Purchase, N.Y., that focus on engaging all manager-level and above employees.

• on-boarding Women of Color: The Alliance website, housed on the PepsiCo Intranet, is accessible to all employees.

• Women-of-Color Greeting Cards: These personalized cards are sent out to all newly hired and promoted women of color.

PepsiCo’s ResultsSince this initiative began, representa-tion for women of color at the senior

manager/director/VP levels has increased from 4.0 percent in 2002 to 6.7 per-cent in 2006. In addition, turnover for women of color who have participated in Power Pairs® is at one-half the rate of those who have not participated. Survey data has shown significant positive changes in women-of-color’s perceptions at PepsiCo. In 2004, 32.0 percent of women of color saw diversity reflected in the management of the company. In 2006, the percentage has increased to 62.1 percent. In 2002, 50.8 percent of women of color believed that PepsiCo was committed to their long-term growth and development. In 2006, that number has increased to 70.0 percent.

Catalyst is the leading research and advisory organization working with businesses and the professions to build inclusive environments and expand opportunities for women at work. For more information about informal networks, and to download free copies of our research reports, visit www.catalyst.org. You may also sign up to receive our monthly

Focus on 2007 Catalyst Award Winner PepsiCo Women of Color (WoC) Multicultural Alliance


A sense of community

was built through

programs and

activities designed

to assist employees

in developing authen-

tic and honest rela-

tionships with each

other and with their

managers.

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CorrECTIon: Catalyst’s PCaST article in the January/February issue had an ommission: This study was conducted in cooperation with Karen Gareis, Ph.D., and rosalind Barnett, Ph.D., of the Community, Families & Work Program, Women’s Studies research Center, Brandeis university.

Minority Business Trade Fair

Women of Color Initiative

Opening Reception

Opening Keynote

Dinner Table Workshops

Industry Progress Report

Workshops Repeated

San Francisco Dine Around

Asian Insights

Presidents/Diverse Executives Panel

Novations

Cocktail Reception

Gala Awards Dinner


By Essie L. CalhounChief Diversity Officer,Director of Community Relations,Vice PresidentEastman Kodak Company

Amid a dramatic business transformation, Eastman Kodak Company has retained and strengthened its commitment

to growing a diverse, inclusive and winning culture. Our CEO and Chairman, Antonio M. Perez, and our board of directors have made diversity and inclusion a business imperative. The board of directors, in 2006, moved beyond just oversight of the company’s diversity and inclusion performance and added diversity and inclusion to the success metrics that it established for itself.

Leadership from the top is the essential cornerstone of our

efforts. Leadership and oversight rests with our Global Diversity

and Community Affairs (GD&CA) office, which reports to the CEO.

While our GD&CA team is small—fewer than 20 people—we

provide leadership for the creation and implementation of our

global diversity and inclusion strategy. We monitor its

execution, metrics, and integration into our businesses and

operations. We also create opportunities for knowledge and

skill development around diversity and inclusion, provide work/

life resources, and support an alternative dispute resolution ser-

vice for employees. All this takes place against a landscape of immense change at Kodak. Our evolution from a film imaging company to a digital imaging leader, which began in 2004, is nearly complete. We will be a leaner, more agile enterprise by year’s end. We all know that advancing diversity and inclusion is a challenge when a company is in a growth mode. Maintaining focus and

Essie Calhoun, Antonio M. Perez (at left) with members of Kodak’s diversity advisory panel.


commitment while reducing the size of the business is even more challenging. With workforce reductions of about 27,000 employees during this period, Kodak has maintained representation of women and people of color compared with our overall workforce. Diversity and inclusion is a business goal within the company’s business plan, and each business unit or function is expected to align with the goal in their business plan. In addition, each Executive Council member is evaluated against goals set for representation, supplier diversity and personal leadership behaviors as it relates to diversity and inclusion. A portion of their compensation is affected by how well they meet their diversity commitments. Each member of our executive council is a corporate diversity and inclusion champion. In this role, each has the opportunity to expand his or her networks and relationships as a business leader. We also engage direct reports to the executive council to serve as management sponsors for our eight employee networks. This diversity commitment at the top of the company signals to employees that we are committed to diversity and inclusion, especially during the transformation. It also sends a message to external audiences: Ensuring a workforce in which all viewpoints and all cultures are valued and respected is a high priority for Kodak.

Beyond Recruitment

A key spoke in the wheel of diversity and inclusion is recruit-ment of new talent. But Kodak’s transformation has limited

our recruitment efforts. So, how then is diversity an imperative for us? Diversity and inclusion are essential to understanding and serving our customers. We’ve committed our efforts to tapping the insights and knowledge of our employees, enabling and

empowering them to identify and share their knowledge of other markets, segments, and cultures. For example, our Consumer Digital Group recently engaged with Network North Star—an employee network focused on African American employees—to help source internal and exter-nal candidates for marketing roles in the company. In another instance, Network North Star members explored a business case for a digital camera targeted toward ultra fash-ion-conscious women. The proof-of-concept process helped influence upcoming consumer digital product offerings. It’s essential for Kodak to deliver products and services that reflect the needs of our customers. We’re a global company, but if we only make products designed and engineered for one consumer group, we’re not going to succeed. Our customers are diverse, so we must develop offerings that reflect our interactions with and knowledge of those diverse customers.

Integration into the Business

Integration of diversity and inclusion into our business plans is integral to the transformation of our business. To help us

achieve this goal, we have developed a model that engages an integration team for each business unit or function, made up of those responsible for key elements of our global strategy.

Examples include the business unit president, its chief operating officer, chief marketing officer, human resource director, sup-plier diversity champion, communications director, etc. Each unit’s integration team develops unit strategies and implementation plans and is responsible for their execution. Priorities may include increased diversity learning opportunities, multicultural marketing, succession planning, supplier diversity, and other achievable goals that don’t rely heavily on recruitment. The three corporate priorities, developed by a global team, are:

Organizationally inclusive culture;

Global employee population reflects appropriate demographics;

Knowledge and skill development for global inclusion.

Engaging Employees

“... diversity commitment at


Within Kodak, we have employee networks representing

eight constituencies: African Americans, Hispanic, Gay/Lesbian/

Bi-Sexual/Transgendered (GLBT), Women, Veterans, Native

Americans, Asian-Pacific, and employees with disabilities. Each

network has an executive management sponsor. These net-

works help new hires acclimate themselves to life at Kodak, and

they provide opportunities for employees to learn about differ-

ent cultures and backgrounds. The networks—whose leaders

meet with our CEO and chief diversity officer at least once a

year— also take on community volunteerism roles, and some-

times add their insights to the development of new products

and services. We also employ an internal speaker series format, known as “Leaders Speak,” where executives speak on topics such as the Kodak Values or other diversity and inclusion-related topics. In addition, the executive council conducts sessions with their middle management in our “Leaders Leading” series.

Keeping an External Focus

Beyond these internally focused activities, we continue to build our external diversity relationships. Our supplier diversity efforts have grown our domestic spending with minority- and women-owned businesses. Their involvement has helped Kodak gain greater efficiencies and productivity as we source more services and high-tech work. In addition, Kodak’s mul-ticultural marketing activities have created new relationships in our consumer business as well as our Graphic Communications Group, which serves the printing and publishing markets. It is also important to communicate our commitment to diversity and inclusion, both internally and externally. To accomplish this, we have a dedicated manager of diversity communications to publicize Kodak’s commitment to diversity and inclusion. As we near completion of our transition to a digital com-pany, we continue to focus on the journey of diversity and inclusion. Although our company has changed dramatically, we remain committed to an inclusive culture that reflects the diver-sity of the markets we serve. PDJPDJ

Kodak joined Latina Magazine Nation Tour™ celebrating Hispanic Heritage Month and the magazine’s 10th anniversary. Monica Sanchez (second from left) of Houston, Texas; won a Kodak EasyShare digital camera. She’s with (left to right): Eduardo Correia, Senior Manager, Multicultural Marketing/ Kodak; Elisa Castro, Associate Consumer Marketing Manager/ Latina magazine, and radio host Maria Contreras of The Box 97.9 FM.

Edie Frasier, Founder and President, Business Women’s Network, Diversity Best Practices (left) with Antonio M. Perez, Chairman and Chief Executive Officer, Eastman Kodak Company, and Essie Calhoun.

A Kodak product road show team of Network North Star members taking part in a Kwanzaa activity at the Memorial Art Gallery in Rochester, NY.


How can a company, currently a prominent target in an industry wrought with challenge and in the middle of a

complete business transformation, attract top professionals with deep diversity and inclusion expertise? Just ask Dan Lovely, who joined Pfizer’s Worldwide Diversity and Inclusion Office after more than two decades at the major petroleum company, BP, and Dani Monroe, who recently left her own successful D&I consulting firm of 20 years to join the company. “Why would a D&I professional, or more specifically, why would I, want to join Pfizer?” reflects Dan Lovely, senior director and business advisor, Worldwide Diversity and Inclusion (D&I) at pharmaceuticals giant Pfizer. Dan points to what could be defined as the “Golden Moment” of a D&I journey at Pfizer and notes four key factors at the company that have created a perfect convergence of opportunity.

Senior Leader Commitment With new CEO Jeff Kindler, Pfizer has a proven and active

champion of diversity and inclusion at the helm. The under-standing of D&I and its benefits is still, admittedly, in its very early stages in the organization. Understanding and commit-ment—starting from the CEO and executive leadership team—is being further deepened and expanded. “There is a finite window of time within which one must act to have sustainable impact on an organization,” says Lovely. “Despite the existence of top leader commitment, interest will fade unless it is reinforced by deeper personal and organizational action and results, integrated throughout the organization.” Global Complexities Inherent in a Multinational Organization Some of the challenges associated with creating a more inclusive culture in large organizations have been magnified and become all the more complex in light of U.S. foreign policy and activities abroad. Lovely displays excitement in discussing the

Sr. Director, D&I, Dan Lovely, working with Pfizer’s Japanese leadership team as they pilot the company’s new leader

engagement and educations process.


global D&I opportunity. “The ability to address some of these in a broader global context, while avoiding being U.S.-centric, is a fantastic opportunity. Few companies have been successful in developing a holistic D&I strategy which is truly global in nature.” One example Lovely cites is the topic of religion. For many companies and consultants, the topic of religion is taboo in terms of their D&I strategy and plans. In a post 9/11 world, this type of thinking is extremely limiting and, one could argue, dangerous. Although many elements of diversity do not exist at a global level, the concept of inclusion does. One of the key and exciting challenges is incorporating the local definition of diversity and inclusion while still operating within a global framework and strategy.

A Strong Performance Culture As Vice President, Worldwide D&I, Leslie Mays leads and oversees the implementation of Pfizer’s worldwide diversity and inclusion strategic framework. She brought both Lovely and Monroe into the organization to support the company’s D&I strategy. “I would assert that only organizations which have, or are developing, a high performance culture can recognize the enhanced benefits that D&I can offer.” She notes that while a homogeneous culture or organization is able to perform at a normal level, “those organizations that strive to attain truly

superior performance—and in some cases, survival—are more likely to cultivate fertile ground for D&I and can really reap the value of D&I to help them achieve their business results.”

Dedicate Experienced Resources to D&I Work Like any critical business initiative, driving a D&I change strategy cannot be effectively dealt with in the absence of resources, both in the form of skills and finances. “Considerable effort has been put into identifying and assembling the right team of experienced professionals to make our D&I strategy a reality at Pfizer,” says Mays. Mays warns of the misnomer that one must be diverse (female, racial minority, etc.) to work in the D&I field. “As we ‘preach’ that our fellow leaders must establish and develop diverse teams, the D&I function must also be diverse, includ-ing membership from the majority as well as the minority,” says Mays. “If one has to have a particular element of diversity to be empathic to people with that same characteristic, then our work would be limited and unsuccessful.” To ensure its success throughout the enterprise, Pfizer busi-ness leaders have also committed their own divisional human and financial resources required to drive D&I through their organizations. This considerable commitment of resources is key to Dani Monroe’s efforts to develop and execute high-quality educational and engagement efforts for Pfizer’s global leaders. “It’s an exciting challenge to develop a learning and educa-

Right: Pfizer’s new Sr. Director, Education & Engagement Dani Monroe, at a recent Leading Diversity & Inclusion workshop.

Below: Dan Lovely, Sr. Director, D&I, at a recent D&I Worldwide Leadership Committee meeting.

Below, right: VP, Worldwide D&I, Leslie Mays engaged in discussion with workshop attendee.

tion curriculum that brings leaders not only to self-discovery, but also to organizational action,” says Monroe. She notes that the financial commitment needed to train facilitators, produce materials and engage Pfizer’s top leaders around the globe is considerable and signals Pfizer’s commitment.

The Time is Right But is this the time for this work to take hold and thrive at Pfizer, given the immense change the company is presently

undergoing? While timing is never perfect, Mays thinks there is an unprecedented opportunity to embed diversity and inclu-sion principles into all key elements of Pfizer’s transformation, “in everything from organizational structure and leadership team composition to profound change in the company culture and the very ways we do business.” Her experience has shown her that anchoring D&I into the very “foundation” and fabric of the “new Pfizer” will ensure achievement of the company’s goals, aspirations and business results in ways that have not


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Left: Dani Monroe, at a recent Leading Diversity & Inclusion workshop.

Below: Members of Pfizer’s Japanese leadership team working on a learning map at a recent D&I education and engagement session.

healthy businessa rare combination

As a recipient of a recent award

from the INROADS program,

UnitedHealth Group is becoming

better known for its efforts in

supporting educational oppor-

tunities for African-American,

Hispanic and Native American

college students. This year, the

UHG Foundation will be offering

over $700,000 in scholarships

to diverse minority and rural

students.

At UnitedHealth Group, we are a healthy business in more ways than

one. We are a Fortune 100 company identifi ed as one of the two most

admired companies in the health care industry by rankings published

in Fortune magazine. Each day we also have the privilege to make a

signifi cant difference in someone’s life. Sound like a rare combination? It is.

• Nursing

• Marketing

• Operations

• Sales

We are UnitedHealth Group…Whether it’s a nurse answering questions on the phone, a technologist managing a health information database or any of us holding thousands of positions at UnitedHealth Group, each person’s role is important. Every single one of us is valued. Become one of us! Join one of our winning teams and you’ll be inspired to discover your own mix of professional advantages and personal rewards.

At UnitedHealth Group, we believe diverse viewpoints, cultural backgrounds, beliefs, lifestyles, and a number of various dimensions of difference are assets – assets that help us generate the innovations of tomorrow. You can join our dynamic culture of excellence at any of our 200 loca-tions across the U.S. Here are just few areas with available positions:

• Finance

• IT

• Actuarial

• Medical Directors

To fi nd out more about these and other opportunities with UnitedHealth Group nationwide and to apply online, visit our CAREERS page at www.unitedhealthgroup.com. Feel free to perform a search using location and/or keywords. Or, you may send your cover letter and resume to DiversityOffi [email protected]. UnitedHealth Group offers a full range of comprehensive benefi ts, including medical, dental and vision, as well as a matching 401(k) and an employee stock purchase plan.

our diverse culture and talent. UnitedHealth Group is an equal opportunity employer.

Diversity creates a healthier atmosphere: An equal opportunity employer. M/F/D/V.

At UnitedHealth Group, we want to celebrate you as a unique individual, complementing the richness of


What’s YOUR MicroTrigger?

In our last issue, we introduced a new feature called MicroTriggers, based on

the book by Janet Crenshaw Smith of Ivy Planning. MicroTriggers are those subtle—and not so subtle—behaviors, phrases and inequities that trigger an instantaneous negative response. This issue, we offer three examples submitted by real people whose identities and places of business are being protected for obvious reasons. We hope you’ll never find yourself on the sending side of triggers like the ones described here.

“i Work in a sMall offiCe of 200 PeoPle. Of the 200 peo-

ple, there are six African Americans. The office claims to be a family, but it does not feel that way for the few people of color. Whenever there are losses in the office, co-workers try to be sympathetic. They generally inquire as to nature of the tragedy and send flowers from an office fund. “One month, I lost my uncle due to cancer. I am African-American, and I live in suburbia. My family is highly educated with impressive careers. I had someone approach me to ask what caused my uncle’s death. This co-worker actually asked me if my uncle had been shot! Need I say more?”

“one of tHe More ProfounD MiCrotriGGer events

for Me Was as a reCeiver/

oBserver. I participated in a team interview of a high-potential minority can-didate for a management position. “It had typically been our practice to meet with management candidates using a two-person interview team. However on this occasion, I was told that a third person would be added to our team, a manager who was a minority. This was to ‘ensure an accurate read’ as to the credentials and validity of the candidate. I was ‘triggered,’ but I did not comment or demonstrate how offended I was by the assumptions being made about me and my interview partner. “During and after the interview I could not discern any particular added value or perceptions that the minority interview-er elicited relative to job qualification that my interview partner or I could not have otherwise discerned. “I approached the client following these observations to get clarification as to what an ‘accurate read’ was or what particular value the presence of the extra manager brought. The ensuing discussion resulted in the client’s reconsideration of the pro-cess going forward.”

“i aM a BlaCk feMale WHo is a senior level Professional

in tHe HosPitality inDustry, anD i travel extensively for My JoB. I fly so much and so often that I am a Premier Executive with my airline. As a result I have accumulated enough miles to upgrade my seat to first class frequently.

“Because I am traveling for work I am normally dressed in a suit, carrying a brief-case or toting a computer like most other passengers. On this particular occasion, I was dressed in jeans and a sweatshirt because my suit was in my office and I planned to change when I arrived. “As I entered the plane and began to walk towards the first class cabin a flight attendant asked me, ‘Are you sure this is your cabin—it’s first class.’ Before I could answer she added, ‘oh you must work for the airline - are you a flight attendant?’ “Apparently, it was totally beyond her grasp that a black female might actually fly first class.”

Janet Crenshaw Smith is President of Ivy Planning Group LLC, a consulting and training firm that specializes in diversity, stategy and leadership. Her book is titled

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At Highmark, we value and celebrate the diversity that makes this world we share a better place. For our employees, our customers, and the suppliers we partner with throughout the

many communities we serve. Together, we are building a great workplace.

Highmark, an equal employment opportunity employer, strives to capitalize on the strengths of individual differences and the advantages of an inclusive workplace.

Diversity. It Enriches Us.

Defi nes Us.Strengthens Us.

HMK1-ENR-07-02683.indd 1 3/1/07 10:41:39 AM


Bank of the West 25www.bankofthewest.com

BellSouth 7www.bellsouth.com

The Boeing Company 11www.boeing.com

Chevron 15www.chevron.com

Cisco 5www.cisco.com

Dell, Inc. 41www.dell.com

Eastman Kodak Company 35www.kodak.com

Ford Motor Company cover 2, pg 1www.ford.com

Halliburton cover 4www.halliburton.com

Hallmark 45www.hallmark.com

Highmark 71www.highmark.com

Ivy Planning 65www.ivygroupllc.com

Lockheed Martin 57www.lockheedmartin.com

MFHA 60www.mfha.net

MGM MIRAGE 51www.mgmmirage.com

National City Bank 47www.nationalcity.com

Nationwide Insurance 39www.nationwide.com

PepsiCo, Inc. 17www.pepsico.com

Pfizer 3www.pfizer.com

Pratt & Whitney 13www.pw.utc.com

Sodexho cover 3www.sodexhousa.com

Shell 9www.shell.com

Time Warner 33www.timewarner.com

UnitedHealth Group 69www.unitedhealthgroup.com

WellPoint 29www.wellpoint.com


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Also Featuring ... Aflac’s Front-Runner, Brenda Mullins • Global Diversity • David Casey • Catalyst

Volume 9, Number 2

MARCH / APRIL 2007$12.95 U.S.

A t Halliburton, we’ve been well rewarded for putting

significant trust and business in the hands of highly

professional minority and women-owned companies—

companies that supply us with everything from first-rate

expertise and manpower to technology and materials.

In turn, our suppliers tell us that working with Halliburton

has been a very rewarding experience for them.

When you partner with Halliburton, opportunity is truly a

business, Halliburton has the energy to help.

And we want to talk to you! Please contact us at

[email protected].

© 2007 Halliburton. All rights reserved.

HALLIBURTON

H e l p i n g t o b u i l d s u c c e s s t h r o u g h s u p p l i e r d i v e r s i t y .

Jean Johnson President,

LegalWATCH

Kent Haun KetchumVice President, Upstream Sales,

Red Man Pipe & Supply

Pamela Chambers O’RourkePresident & CEO,

Icon Information Consultants, LP

Otis R. AndersonVice President, Engineering,Micro-Smart Systems, Inc.

H137-06 PinDivJrnl.qxd 3/7/07 11:59 AM Page 1

two-way street. If you have a minority- or woman-owned

Profiles in Diversity Journal | Mar/Apr 2007

Documents

Transcript of Profiles in Diversity Journal | Mar/Apr 2007