Profiles in Diversity Journal

Also Featuring ...
Aflac’s Front-Runner, Brenda Mullins • Global Diversity • David Casey • Catalyst
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.
Volume 9, Number 2
In turn, our suppliers tell us that working with Halliburton
MARCH / APRIL 2007
has been a very rewarding experience for them.
12.95 U.S.
$
When you partner with Halliburton, opportunity is truly a

two-way street. If you have a minority- or woman-owned
business, Halliburton has the energy to help.
PROFILES IN DIVERSITY JOURNAL

And we want to talk to you! Please contact us at
supplierdiversity@halliburton.com.
HALLIBURTON
© 2007 Halliburton. All rights reserved.
MARCH / APRIL 2007 • VOLUME 9 NUMBER 2

www.diversityjournal.com
Jean Johnson Kent Haun Ketchum Pamela Chambers O’Rourke Otis R. Anderson
President, Vice President, Upstream Sales, President & CEO, Vice President, Engineering,
LegalWATCH Red Man Pipe & Supply Icon Information Consultants, LP Micro-Smart Systems, Inc.
Helping to build success through supplier diversity.

New Diversity Lexicon
At its core, diversity is about building relationships that respect an James R. Rector
PUBLISHER
individual’s inherent worth and dignity. At the heart of any relationship John S. Murphy
MANAGING EDITOR
is communication—be it between employees at work or between a
Linda Schellentrager
husband and wife. If you’ve ever had to say, “I’m sorry. I misunderstood CREATIVE DIRECTOR
you,” then you know that most of us need help communicating. Damian Johnson
MARKETING DIRECTOR
That’s why we’re proud to announce the publication of The
Laurel L. Fumic
CONTRIBUTING EDITOR
International Diversity & Inclusion Lexicon – 700 Ideas and Concepts
Everyone Should Know. Trainers will find this lexicon a valuable tool that Alina Dunaeva
O verseas C orrespondent
will help employees engage in meaningful dialogue. Conversation about Jason Bice
WEB MASTER
diversity often involves words that are charged with emotion.
Not everyone comes to the table with the same understanding of words,
LETTERS TO THE EDITOR
even of the common terms we use every day. Commentaries or questions should be
It is absolutely imperative for all of us to speak with precision and addressed to: Profiles in Diversity Journal,
P.O. Box 45605, Cleveland, OH 44145-0605.
clarity. Only then can there truly be a shared pool of knowledge, a All correspondence should include author’s
shared experience that transcends background, education, and full name, address, e-mail and phone number.
upbringing. DISPLAY ADVERTISING
If you have any kind of diversity training at your company Profiles in Diversity Journal
Gemini Towers #1
or organization, you will see the value of this handy reference. It’s
1991 Crocker Road, Suite 320
inexpensive (especially at the bulk-purchase price) and easy to Westlake, OH 44145
incorporate into any existing training program. And there’s nothing like Tel: 440.892.0444
Fax: 440.892.0737
it available. We hope you’ll find it as useful as we have since putting it profiles@diversityjournal.com
together. See page 37 for more information.
SUBSCRIPTIONS
This month we spotlight Aflac’s Brenda Mullins as our Diversity U.S. $49.95 one year / $89.95 two years;
Front-Runner (p. 18); we also examine the habits of organizations with in Canada, add $15 per year for postage.
Other foreign orders add $20 per year.
superior supplier diversity programs (p. 26). And Kodak and Pfizer
U.S. funds only. Subscriptions can be ordered
share their global diversity strategies beginning on page 61. at: www.diversityjournal.com or call
Of course, we also have your favorites: Momentum, Catalyst, a customer service at 800.573.2867 from
8:00 a.m. to 5:00 p.m. EST.
perspective piece from David Casey, and more MicroTriggers from Janet
SUBMISSIONS
Crenshaw Smith. Enjoy the issue! Reprints:
John Murphy profiles@diversityjournal.com
Managing Editor Editorial:
diversityjournaledit@mac.com
Photos & Artwork:
diversityjournalart@mac.com
Profiles in Diversity Journal March/April 2007

D E D I C AT I O N At Pfizer, our goal is to become the world’s most valued
company to patients, customers, colleagues, investors, business
partners 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™

26 On the Cover / Special Feature
The Habits of Highly Effective Supplier Diversity Executives
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.
We’ll introduce you to the executives who have supplier diversity programs worth emulating.
18 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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61 Global Diversity Strategies
that Work
Kodak 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.
departments
8 Momentum
Diversity Who, What, Where and When
16 From My Perspective
by David Casey
Problem solving begins with trust and communication
How would you have reacted to the scenario David describes
in this insightful column?
58 Catalyst
Focus 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.
70 MicroTriggers
Your Trigger, Your Story
Three 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: Correction:
What’s Your MicroTrigger? These stories provide real-life insight into the subtle In our January issue,
Richard Macedonia’s title
behaviors that can derail relationships at work and play. was incorrect. He is CEO,
Sodexho. We apologize
for the error.

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.
TheNewATT.com
©2007 AT&T Knowledge Ventures. All rights reserved. AT&T, AT&T logo, BellSouth, BellSouth logo, Cingular,
and Cingular logos are trademarks of AT&T Knowledge Ventures and/or AT&T affiliated companies.
American Airlines Names recent accolades, Profiles in Diversity vice president,
Journal magazine named American corporate secu-
New VP of Global Human Airlines among the top 10 in diversity rity. Rhee-Lee
Resources Services for its use of employee resource groups joins Exelon from
FORT WORTH, as participants in the business develop- Sears Holdings
Texas – American ment process; Latina Style named the Corporation
Airlines has named company among the top 50 companies (“Sears”) where she
Denise Lynn vice for Latinas; and Black Enterprise maga- was the business
Rhee-Lee
president of global zine included American in its list of top and operations’
human resources 50 companies for diversity for its overall managing attorney
services, filling the approach to diversity, including its use responsible for loss prevention, environ-
position previ- of minority and women suppliers, and mental affairs and safety, food safety,
Lynn
ously held by Debra its employee and community relations pharmacy business, sale of firearms, and
Hunter Johnson, programs. overall operational compliance to local,
who left the company in December state and federal regulations. At Exelon,
2006. Lynn will lead the team respon-
sible for providing human resource sup-
Tonya M. Blander Named she will be responsible for security plan-
ning, policy development implementa-
port to managers in the United States, Senior Manager by Daimler tion and ensuring protection of Exelon’s
Latin America and Mexico. In addition, Chrysler assets and corporate investigations.
she will continue to advance the com- Financial Rhee-Lee replaces Patrick Laird, who
pany’s efforts in diversity for employees, recently announced his plans for retire-
customers and suppliers. Services ment.
“We are extremely fortunate to Tonya Blander
“Elissa is a great addition to the
have an executive of Denise’s caliber has been named
Exelon leadership team,” said Andrea
to assume this critical leadership role,” Senior Manager,
Zopp, senior vice president, human
said Jeff Brundage, American’s senior Troy Customer
resources, for Exelon. “She brings the
vice president, human resources. “With
Blander Contact Center.
best mix of security, legal and corporate
her people skills and her breadth of HR She had been region
experience with her. She is uniquely
experience, Denise is an outstanding manager of Mercedes-Benz Financial in
suited for this vital role at Exelon, and
choice to build on Debra’s many Jacksonville, Florida. She reports directly
we are excited to have her join us.”
accomplishments.” to Steven Goodale, vice president – col-
Prior to Sears, Rhee-Lee was a litiga-
Since 2004, Lynn has served as a lections, customers service, remarketing
tion attorney for Sonnenschein Nath &
vice president with American Eagle and
Rosenthal, a national law firm, where
with responsibility for all personnel and credit card for DaimlerChrysler
she represented major corporations and
labor matters for the airline. She joined Financial Services AG.
its executives. Rhee-Lee’s practice areas
American in 1989 as a financial analyst In her current position, Blander is
included white-collar criminal defense,
and moved to HR in 1992, where she responsible for the overall customer
corporate investigations, crisis manage-
became the manager of benefits strategy service, collection and operations activities
ment and commercial litigation.
and HR controller. She became manag- in the Troy Customer Service Center,
From 1986 to 1999, she was a Cook
ing director of benefits planning and including the development of more than
County assistant state’s attorney in the
administration in 1996. 400 employees supporting the Chrysler
Criminal/Special Prosecutions Bureau,
Lynn graduated from Bath Financial business units.
where she investigated and prosecuted
University in England with a bachelor Tonya Blander joined the company
crimes of violence perpetrated by orga-
of science degree in economics and came as a Customer Service Representative
nized gangs in Cook County. She suc-
to the United States in 1987 to advise in Jacksonville in December 1995. She
cessfully prosecuted more than 550 felo-
the Dallas Area Rapid Transit (DART) earned a bachelor’s degree from the
ny trials including 50 murder jury trials.
on the redesign of its bus network. Lynn University of South Carolina in 1994.
She successfully prosecuted a contract
is a member of the board of directors murder perpetrated by the Colombian
of the American Airlines Federal Credit Exelon Names Elissa cartel from Miami and gang members
Union. She lives in Dallas with her hus- Rhee-Lee Vice President, from the west side of Chicago.
band Danny and two sons. Currently Rhee-Lee serves as an
American’s approach to diversity
Corporate Security
CHICAGO – Exelon has announced adjunct professor in trial advocacy at the
has been widely recognized. Among the Northwestern University School of Law,
that Elissa Rhee-Lee has been appointed

and is a member of the International fields who have made significant contri- in Austin, Texas, Lowenberg is the top
Association of Korean Lawyers, Korean butions to the fight for social justice and agent among the company’s elite sales
American Bar Association and American equality. force, a group comprised of more than
Bar Association. She is a past board “It is a great privilege to be counted 10,000 licensed New York Life agents.
member of the Asian American Alliance among the luminaries who comprise the He specializes in wealth management for
(“AAA”). AAA’s mission and goals are Trumpet Awards’ list of achievers,” said business owners.
to assist and facilitate business ventures Lanni. “This award is a testament to the Lowenberg’s firm, Lowenberg
for minorities. growing importance of successful diversity Wealth Management Group, Inc., in
Rhee-Lee holds a bachelor’s degree business performance in today’s highly Austin, Texas, is a boutique financial
in political science from Northwestern competitive global economy.” services firm that serves entrepreneur-
University and a Juris Doctorate from Lanni joined MGM Grand, Inc. ial-minded individuals. The firm’s
the University of Illinois Law School. in 1995 and was named to his current success in its holistic approach to total
Rhee-Lee is married, resides in Chicago position in July of that year. In May wealth management is greatly due to
and has two children, 19 and 17. 2000, he oversaw the acquisition of its extensive discovery process. The
Mirage Resorts, thereby creating MGM Lowenberg Group, operated in addition
MGM MIRAGE’s Terry Lanni MIRAGE. During the acquisition, Terry to Lowenberg’s New York Life business,
declared diversity a critical business is an independent Registered Investment
imperative and implemented the compa- Advisory firm that helps its clients add
ny’s diversity initiative, which includes value to their businesses through busi-
the award-winning Diversity Champions ness transition planning, key person
Training, the first of its kind in the hotel reward and retention strategies, and
and gaming industry. In April 2005, wealth preservation.
Lanni led the company through another New York Life Insurance Company,
successful merger with Mandalay Resort a Fortune 100 company founded in
Group, increasing the company’s work- 1845, is the largest mutual life insurance
force from 40,000 to 70,000 employees. company in the United States and one
MGM MIRAGE (NYSE:MGM) of the largest life insurers in the world.
owns and operates 23 properties located Headquartered in New York City, New
in Nevada, Mississippi and Michigan, York Life’s family of companies offers
and has investments in three other life insurance, annuities and long-term
properties in Nevada, New Jersey and care insurance. Please visit New York
Terry Lanni and Xernona Clayton
Illinois. For more information about Life’s Web site at www.newyorklife.com
MGM MIRAGE, please visit the for more information.
company’s Web
Honored at the 15th Annual
Trumpet Awards
site at Six Northrop Grumman
http://www.mgm-
LAS VEGAS – Terry Lanni, chairman mirage.com. Employees Receive Honors
and CEO of MGM MIRAGE, was During National Black
honored at the 15th Annual Trumpet Engineer of the Year
Awards for his business acumen and
Carlos H.
commitment to corporate diversity. Lowenberg Conference
He received the Chairman’s Award Lowenberg Jr. is New LOS ANGELES – Six Northrop
for his consistent support of minority Grumman Corporation (NYSE:NOC)
York Life’s Top employees received awards for their out-
achievement. Other honorees included
celebrated singer Dionne Warwick and Agent standing contributions to
professional basketball legend Michael NEW YORK – New York Life engineering, managerial
Jordan. Insurance Company has named Carlos and community service
The black-tie ceremony was held at H. Lowenberg, Jr., ChFC, its 2006 excellence at the 2007
the Bellagio Hotel & Casino, an council president, an honor bestowed Black Engineer of the
MGM MIRAGE property. The annually on the New York Life agent Auten Year Awards (BEYA)
Trumpet Awards highlight the accom- with the company’s highest sales and conference in Baltimore,
plishments of individuals in the business, service achievements. Lowenberg will held on Feb. 15-17.
law, public service and entertainment serve his term through June 2007. Based Company employees
10 Profiles in Diversity Journal March/April 2007

There’s a place where everyone
is welcome. Where everyone is
treated the same. Boeing strongly
supports the never-ending mission
to ensure that every workplace is
that welcome place.

recognized at the BEYA Technology sector in spacecraft bus, Task Group and Space Technology’s
conference were: payload and avionics system and subsystem Diversity Outreach Strategy Team. She
Robert Auten, dep- design, analysis and development. earned a bachelor’s degree in computer
uty manager of avionics He earned a bachelor’s degree in engineering from North Carolina State
and guidance, navigation electrical engineering from Santa Clara University.
Bush and control at the com- University and a master’s degree with Northrop Grumman Corporation is
pany’s Space Technology emphasis on digital signal processing a $30 billion global defense and technol-
sector, Redondo Beach, and digital controls systems from Loyola ogy company whose 120,000 employees
Calif., was honored as a Marymount University in Los Angeles. provide innovative systems, products,
special recognition award Bush’s extensive technical back- and solutions in
winner. ground has helped Northrop Grumman information and
Grayson J. Bush, make significant contributions in the services, electron-
program engineer for the areas of aeronautical, aerospace and ics, aerospace and
Daniel company’s Information marine platforms for the intelligence shipbuilding to gov-
Technology sector, community. Bush earned bachelor’s ernment and com-
McLean, Va., received degrees in physics and mechanical engi- mercial customers
a Modern-Day neering from Portland State University; worldwide.
Technology Leaders and a master’s degree and doctorate Mills
award. in mechanical engineering from the

Edward Daniel, University of California, Los Angeles. Northrop
senior member of the Daniel currently is the Payload Grumman Appoints Linda
Duncan
technical staff for the Systems Engineering lead for the next A. Mills President of Civilian
company’s Space Tech- generation processor/router subsys-
nology sector, Redondo tem for the future Internet proto-
Agencies Business Group
MCLEAN, Va. – Northrop Grumman
Beach, Calif., received col-based Transformational Satellite
Corporation (NYSE: NOC) has named
the Most Promising in Communications system, a U.S. Air
Linda A. Mills president of its Civilian
Industry Award. Force program designed to expand and
Agencies business, one of four business
Kerron R. Duncan, improve communications capabilities
groups of the company’s information
electronics engineer in for military services. Daniel earned a
technology (IT) sector. The IT sec-
the RF/Power Systems doctorate in electrical engineering from
Taylor
tor is part of the company’s $10.9 billion
group at the company’s Oklahoma State University.
Information and Services business segment.
Electronic Systems Duncan is currently serving as a
Mills reports to James O’Neill,
sector, Baltimore, was power systems architect for several
corporate vice president and president
awarded a Modern-Day next-generation military radar programs.
of the company’s IT sector. Mills
Technology Leaders Duncan joined Northrop Grumman in
brings to her new role extensive experi-
award. 2001. He earned a master’s degree in
ence in business operations, strategy
Hugh Taylor, presi- electrical engineering from Morgan State
and planning.
dent of the Commercial, University in 2003.
“Linda’s diverse business and man-
State and Local group Taylor’s efforts have helped lead
Young
agement accomplishments, combined
at the company’s infor- Northrop Grumman to a $2-billion IT
with her knowledge and leadership
mation technology infrastructure transformation contract
experience at Northrop Grumman, will
sector, McLean, Va., with the commonwealth of Virginia,
be a tremendous asset to our civilian
was presented with the and, to win a $650-million contract for
agencies organization,” said O’Neill.
Technical Sales and Marketing Award. IT and telecommunications services for
“Linda has the talent to effectively
Latesha Young, San Diego County, Calif.
oversee the company’s pursuits in the
sub-project manager for Northrop Taylor earned a bachelor’s degree
non-traditional defense market,
Grumman’s Space Technology sec- in business administration from Marist
including health IT and homeland
tor, Redondo Beach, Calif., received College, Poughkeepsie, N.Y.
security initiatives.”
the award for Community Service in Young joined the company in 1999
Previously, Mills served as vice
Industry. to work in data systems operations.
president of operations and processes for
Auten has more than 29 years’ expe- Within Northrop Grumman, Young
Northrop Grumman IT. Before joining
rience at Northrop Grumman’s Space is a leader in the African American
the IT sector, she was the vice president

“OUR GREATEST ASSET IS OUR
DIVERSITY. TOGETHER, WE DRIVE
INNOVATION.”
Earl Exum, Director, Global Repair Services
At Pratt & Whitney, you’ll find diversity at the core of who we are
and what we offer. With so many different talents and perspectives,
we continue to find a better way. From design to manufacturing to
service, from commercial flight to space exploration, we help our
customers grow and prosper. Working together, we all succeed.
The Eagle is everywhere.
www.pw.utc.com
for Mission Assurance/Six Sigma structure, quarrying, surface mining, and have three children.
at Northrop Grumman’s Mission shipping, transportation, refining, and
Systems sector. utility industries. More information on
Mills has a bachelor’s degree in Terex can be found at www.terex.com.
mathematics from the University of
Santa Clara and a
master’s degree in Carmen Canales
computer science from
the University
Hired as Chief
of Illinois. Angela F. Braly Talent Officer

Braly Tapped to be Canales for Womble
George
Amy George President and Carlyle
joins Terex CEO for Wellpoint
WINSTON-SALEM, North Carolina
– Womble Carlyle Sandridge & Rice,
as Vice President, Talent Angela F. Braly will become WellPoint’s PLLC, has added Carmen Canales to the
Development, Diversity & president and CEO and a member of firm’s management team. Canales will
Inclusion the board of directors effective June 1, serve as Womble Carlyle’s chief talent
WESTPORT, Conn. – Amy George has 2007. She currently serves as executive officer, a new position for the firm. In that
joined Terex Corporation as vice presi- vice president, general counsel and chief role, she will be responsible for the firm’s
dent of talent development, diversity public affairs officer for WellPoint. departments of human resources, profes-
and inclusion. Since 2005, Ms. Braly has served as a sional development, recruiting, and diversity
Terex Corporation (NYSE:TEX) is the WellPoint executive vice president, with and workplace initiatives. She will work in
world’s third operational responsibility for the nation’s Womble Carlyle’s Winston-Salem office.
largest manufacturer of construction largest Medicare claims processing Canales will advise the firm’s leader-
equipment. business, the federal employees’ health ship on the development of personnel and
In this newly created position, benefits business, public policy develop- hiring policies that will bring in and retain
George is responsible for the management, government relations, legal affairs, the most talented attorneys and staff.
ment of talent development, diversity marketing and social responsibility Canales will also work to ensure that the
and inclusion policies that are part of initiatives. recruiting, retention, diversity, professional
comprehensive workforce strategies In her current role, Ms. Braly is development, benefits and staff administra-
at the corporate level and across the responsible for corporate communications, tion policies
company’s five business groups. She will corporate secretary, government affairs, and programs are integrated and aligned
be based at the company’s headquarters legal, and the WellPoint Foundation. to support the firm’s strategic agenda.
in Westport. In addition, Ms. Braly was a key strate- “Womble Carlyle is committed to blending
George has been vice president, gist during WellPoint’s integration with talent, technology and teamwork to achieve
global diversity and inclusion, PepsiCo, Anthem, as well as WellPoint’s extraordinary levels of client service,” said firm
Inc., since 2004, and previously held acquisition of WellChoice. Managing Member Keith Vaughan. “Law firms
global diversity and management devel- Prior to her current position, succeed by bringing in the most talented people
opment positions there. Prior to joining Ms. Braly served as chief executive officer and putting them together in the best possible
PepsiCo in 1997, she held various sales, and president of Blue Cross Blue Shield ways. Carmen’s background as a human
customer service and human resources of Missouri, formerly RightChoice. She resources leader and as a team builder makes
positions at James River Corporation was responsible for managing all aspects her an ideal choice for this senior position.”
and Chesebrough-Pond’s Inc. of the business and for setting strategies Canales comes to Womble Carlyle from
George holds an MBA from to meet customer needs. Wachovia, where she most recently served as
Cornell University and a bachelor’s Ms. Braly received her Juris Doctorate a vice president and senior human resources
degree, magna cum laude, from Brown from Southern Methodist University business partner for the company’s wealth
University. She resides in Stamford. School of Law and her undergraduate management human resources team.
Terex Corporation is a diversified degree from Texas Tech University. Canales obtained a master’s degree
global manufacturer with 2006 revenues She serves on the Women’s Initiative in labor and industrial relations from
of approximately $7.6 billion. Terex Committee of the United Way of Michigan State University. She is fluent
manufactures a broad range of equip- Central Indiana and is active in several in Spanish.
ment for use in the construction, infra- philanthropic organizations. She and her Founded in 1876, Womble Carlyle
husband have been married for 20 years
PDJ

CHEVRON is a registered trademark of Chevron Corporation. The CHEVRON HALLMARK is a trademark of Chevron Corporation. © 2007 Chevron Corporation. All rights reserved.
The more perspectives, the better our perspective.
We’re proud to partner with minority- and women-owned businesses around the world. By forming
strong relationships with organizations that promote equality and fairness, we help create better
opportunities for everyone. To learn more, visit us at chevron.com.
by David Casey
Problem solving begins

with trust and communication
“I demonstrate openly and honestly

I was in a
meeting
recently with
through my actions.
I demonstrate that
I can be trusted by
that I can be with each other. Is
the idea of treating
a group of doing what I said I
trusted by each other with a sense
fellow diver- would do, by being doing what of common decency
sity practitioners when one shared the transparent in word I said I would and courtesy so for-
following situation – An employee at and action and by eign in our workplaces
the company, who happens to be the only being consistent. The
do, by being and communities? If
black employee in this particular business highest level of trust transparent it is, then diversity
unit, was asked to bring watermelon to can only come after I in word and practitioners will have
a company pitch-in. This offended the have established the job security for a long
black employee, and he went to the head of first two, then I know
action and time to come.
diversity to complain. The head of diver- you truly have my by being If each of us could
sity offered his insights to the black employ- best interests at heart. consistent.” build the following
ee, but then asked why this black employee I would suggest that three things into our
did not take up this issue with his manager the most basic level of trust self awareness, we would
first. If you were this employee, what did not exist between this black go a long way with building trust with
would you have done? employee and his manager, but how those around us:
Given the types of conversations that different would/could the situation be Tell me the reason(s) why I should trust
I have with people daily, I would guess resolved if trust had been established? you and back it up with data;
the majority of you would not deal with Same situation as above, but this time Demonstrate that I should trust you by
this tension head on. The diversity the black employee says, “You know, you communicating openly, honestly and
practitioner said something that I think may not even be aware of how your request by being consistent in your actions;
should be intuitive to most, but is not made me feel, but let me tell you why it Demonstrate that you have my best
and is very profound. He suggested that makes me uncomfortable. There is a historical interests in mind by being selfless in
the majority of problems we run into stereotype that all black people like water- our interactions with each other.
can be handled if two things are present: melon. I know you didn’t mean it to be
trust and open communication. derogatory, but I wanted to point that out I don’t want to over-simplify or
A no-brainer, right? Well, why don’t we to you so that you do not unintentionally discount the incredible field of work
effectively work our way through more offend someone in the future who does not that has been developed around the
of these types of situations. know you like I do.” concepts of trust and communication.
Let’s start with the issue of trust. I know what you’re saying, welcome But until you have the time to read
First of all, trust is not bestowed upon back to earth, PollyAnna, it’s not that what’s available on the subject, try start-
us; we have to earn it. The literature easy! But it can be. In the original sce- ing with the steps above. You will be
that deals with trust is voluminous, but nario, one of two things are true: Either headed in the right direction for effec-
let me submit to you that there are three the manager did mean for it to be derog- tively managing any number of diversity
basic levels. In the first level of trust, atory, which can be uncovered and dealt management issues. Trust me! PDJ
I simply tell you why you should trust with, or this was a teachable moment in
me. I am basically pushing a level of which these two individuals could have
trust out to you. exponentially increased their levels of David Casey is VP of Workforce Development,
In the next level, I gain your trust mutual trust and ability to communicate Chief Diversity Officer at WellPoint, Inc. His
column will appear in each issue of Profiles in

Interview Brenda Mullins Aflac, Incorporated
Left to right:
Shari Meadows,
Michael Johnson,
and Brenda Mullins
Brenda Mullins Meeting: (left to right)

Marie Mitchell, Amanda Bass, Brenda Mullins,
Michael Johnson, Shari Meadows.
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. In today’s marketplace, does your company have
any particular cultural, socioeconomic, or demo-
How do you define diversity and inclusion as it graphic challenges to selling, producing, or
relates to your organization? delivering services? What particular challenges
Aflac’s workforce is comprised of varying ethnicities and cul- do you face in hiring and retaining good people?
tures, and we respect, value and appreciate the contribution of The Hispanic population has swelled 58 percent over the last
each individual. Our corporate culture provides an open door decade, according to the U.S. Census Bureau. That is roughly
for understanding each person’s background through forums, 42.7 million people nationwide. And Hispanics are expected to
activities and celebrations. These programs provide an opportunity have buying power of $863.1 billion according to a newly released
for questions, open discussion and honesty about one’s culture. study from the University of Georgia. To reach this segment of the
We believe in a sincere commitment to diversity. To support market, we have unique diversity initiatives that include sponsor-
this commitment, we have a variety of programs throughout the ships, mentoring programs and grassroots marketing.
PHOTO • Jim Cummins
company and within the community that position us as diver-
sity leaders. Embracing diversity is not only a smart business How do you keep diversity a priority throughout
decision; it is a necessary tool that strengthens the community. your company? Specifically, how do you ener-
gize people or get their buy-in for diversity?
What are the main components of your D&I The commitment to diversity is not only recognized by our
program? Is the management of D&I programs employees but also by upper management. Dan Amos, Aflac’s
largely U.S.-based or present throughout the chairman and CEO, recognized the need for more than diversity
worldwide organization? training. He wanted to embed diversity throughout everything
Our diversity programs are all-inclusive and are mainly U.S.- we do as a company and throughout the community. Therefore,
based. Aflac’s diversity components are built on a framework we it is a company philosophy that we embrace diversity and make
like to call the “Five R’s”: recruitment, retention, relationships, it a part of our everyday lives.
reinforcement and recognition. The cornerstone of our effort is
the diversity council, which was founded in 2001 and consists Are there unique opportunities in your particular
of 20 employees from different ethnicities, genders, tenure and industry for implementing diversity programs?
job levels. They oversee Aflac’s diversity efforts. There are definitely opportunities for diversity programs

throughout the supplemental insurance industry. headed by the Multicultural Development Department, is
According to The Office of Advocacy for the Small Business comprised of sales agents from various markets that work
Association, there are more than 25.8 million small busi- together to assess market opportunities and address challenges.
nesses in the United States that employ half of all private sector They bring their market and sales knowledge to the forefront
employees. Many of these entrepreneurs struggle with the cost of Aflac headquarter employees in an effort to work together
of health care. Therefore, Aflac continues to extend its diversity to achieve success in building relationships with customers.
initiatives to the small and minority-owned business community
with the addition of Aflac for small businesses, or AflacSB. Does your company address diversity in its annu-
This program educates businesses’ owners and their employees al report? Is it important to talk about diversity
on the need for greater insurance protection, while helping to with shareholders?
streamline business costs. For any company that looks to deliver value to its customers
and shareholders, diversity must be a priority and addressed in
Do international issues ever get in the way of all avenues of business—including the annual report, sharehold-
corporate support for diversity objectives and ers meetings and company-wide initiatives.
processes?
Aflac embraces and explores relationships with various cultures. What qualities do you look for when hiring
Frequently, we serve as hosts to Japanese guests, hold summits managers? How do you measure attitudes or
to discuss work processes and we also hold training courses on assess their past performance with regard to
Japanese culture. diversity and inclusion issues?
We review their past performance through their application
Do you have any examples of how tapping and in-person interview. We also see how their previous team
employee diversity has yielded
significant
product or profit break-
throughs? Inter-business syn- “Respect people and
ergies?
Aflac’s field force comprises over 60,000 their differences and
independent agents who market our
insurance policies at the worksite, and you will receive respect
we feel it is important that a corpora-
tion’s staff reflect the diverse population
in return.” . brenda j mullins
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 responded to their management style and ideals on diversity.
over 200 new agent recruits who have generated over $1 million
in annual premiums. Is diversity a compensable annual objective for
the executive management team? How do you
CORPORATE LEADERSHIP reward special initiatives? What accountability
What resources (financial and manpower) are do you employ to meet objectives?
allocated on diversity? How do these reflect To ensure diversity across the board, officers have an obligation
your company’s leadership commitment to to constantly review hiring and promoting practices as it relates
diversity? to diversity. This obligation is directly tied into their perfor-
Aflac has two entire departments focused on diversity—one mance review and objectives. Company leaders are responsible for
for the internal employees, the other for the field force agents. assessing their direct employees’ skill set and guiding them to the
The Multicultural Development department and the diversity necessary development training through our Employee Learning
officer’s department work closely together to align diversity department. They help provide the tools that are needed for
initiatives for both groups. possible promotion opportunities. To make this happen, we
Our company and employees welcome the education and encourage additional training and placement on special projects
nurturing of the differences that embody our organization. To to help the employee and officer meet the objective.
achieve this mission, the diversity council serves as a forum
where employee concerns and needs are addressed and workable Do you have any programs in place to increase
solutions are explored. Diversity council initiatives are overseen the cross-cultural competence of your senior
by the diversity officer. management team? Can mid-level managers
Aflac’s Field Force Diversity Development Board, spear- acquire similar training?
Profiles in Diversity Journal March/April 2007 21

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
When diversity initiatives were initially introduced at Aflac, the demographic and employee-relations concerns.
training began with management. We still provide the training We also survey employees on a regular basis for feedback
for new and promoted management-level employees. We feel after each diversity event. These surveys are reviewed, and the
embracing diversity starts at the top and works its way down. comments are utilized when planning for additional diversity
Now, each employee can enroll in a diversity training course celebrations. Additionally, we distribute employee feedback
through our Employee Learning department. They can also forms at least once a year to acquire feedback on the corporate
take an additional training course on-line at their convenience. culture and customer service.
When hiring or promoting people, how do you Some say diversity is a “numbers game.” How
ensure that the individual selected was chosen does your company know its culture is not just
from a diverse group of candidates? tied up in numbers? How do you celebrate suc-
Each employee has an opportunity to apply for a job posted cess?
on our internal job board. From those individuals applying, Diversity includes all the differences that can be observed, and
a group of candidates with the core competencies needed for those that are less obvious such as level of education, life style
the position are interviewed. In this group, we supply a diverse and life experiences. Therefore, we also reach out to mothers,
group. And because of the fabric of our corporate environment, fathers, veterans, and grandparents through various activi-
we usually have more candidates applying for jobs and there is ties, forums and speaking engagements that all employees can
plenty of opportunity for advancement. participate in.
There are a variety of ways to celebrate success without just
Can you give us an example of a program get- looking at the numbers. One of Aflac’s diversity council’s efforts
ting “off track,” and what did you learn from is promoting diversity awareness throughout the company.
that experience? Therefore, each year the council has presented Aflac’s “Celebrate
We have been fortunate that we have had our CEO and Our Diversity Day.” This event celebrates the diversity within
management support. Because diversity is important to our the organization. In the past, the event has included song, dance
corporate culture and we embed it in everything we do, we have and education. Employees and the community vendors get to
not had a program get off track. experience a fun, inclusive day of diversity.
Tell us more about your diversity council. Are employees more involved in the company
The Aflac diversity council, managed by the diversity officer, than they were two years ago?
was established in 2001 and is comprised of 16-20 employ- Yes. When we initiated our Diversity Day celebration, employ-
ees from various job levels, races, cultures, genders, ages and ees did not know what to expect. After they participated in the
backgrounds. The council’s mission is to develop, support and first celebration it was evident that the day provided education,
implement diversity-related initiatives that help Aflac better information on different cultures, an array of food from various
achieve its business objectives. countries and just a day to celebrate being who you are. Now,
employees are eager to participate.
What evidence makes you confident that you We also include articles on diversity in our employee
and your team have developed momentum for publication, Employee Matters, and our field force communica-
the organization in the right direction? tions, Aflac Now and Diversity in Action. All of these media
We have management support that is active in diversity initia- provide insightful editorial pieces on Aflac’s diversity
tives. We have also been recognized by a number of outlets initiatives and unique methods to embrace diversity.
for our stellar diversity initiatives including Fortune, Black We have always tried to create a work environment
Enterprise, and Essence. where employees are involved. With the intranet, additional
We also receive employee feedback after our annual Diversity opportunities for growth and employee interest in the company,
Day celebration with comments and suggestions for future diver- we have been able to expand many programs we offer.
sity programs. This feedback is also testament to the positive direc-
tion the company is moving in when it comes to diversity. How are their opinions solicited and valued?
Do you have an employee ‘suggestion box’ or
EMPLOYEE INCLUSIVENESS other system, and who monitors and responds?
How does Aflac gauge inclusion of employees? We have an online employee feedback direct portal that

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.

“We provide career and

education opportuni-
ties that help our entire
employee base excel ... Amanda Bass with Brenda Mullins.
70% of workforce and who aspire to be in management. The courses and hands-on
52% of management training give the agent the requisite skills needed to be pro-
moted to a higher level.
team are women ... • Leadership Development Courses—For employees who
42% are minorities.” would like developmental courses that help advance their
brenda j . mullins leadership skills. Some of the courses are Leading Your Team,
Diversity Advantage, and The Four Styles of Leadership.
employees can use to make suggestions and comments about
We also have an employee publication Employee Matters,
company-wide diversity activities. They can ask questions
that highlights different avenues one can take to cultivate
and offer suggestions. All feedback is reviewed and answered
the requisite skills needed to enhance their opportunities for
accordingly from a member of our diversity council.
advancement.
How do you deal with those who perceive
How does the company include women and
inclusion programs for underrepresented
minority employees into the fabric of the
groups as being exclusionary for others?
organization?
Have you encountered this attitude?
Women make up close to 70 percent of Aflac’s workforce.
Because we have management and employee buy-in, we have
And over 52 percent of the company’s management team are
not had issues with underrepresentation or exclusion. We offer
women. Over 42 percent of our workforce are minorities.
each employee an opportunity to submit suggestions through
We provide career and education opportunities that help our
our intranet if they do feel changes should be made to programs.
entire employee base excel.
We take suggestions and feedback seriously and implement many
of those changes that come from our employee base.
SUPPLIER / COMMUNITY / CUSTOMERS
Please describe your method for orienting new

What is the company’s commitment to minority
hires into your culture. How do you educate new
suppliers? Do you have specific goals for spend-
employees about the importance of diversity?
ing, either in dollars spent or a percentage of
With each new employee orientation, we have a diversity council
money spent with various suppliers?
representative introduce Aflac’s diversity programs and our
We have an entire supplier diversity department that educates
mission. We inform them of where they can go to become a
the community through sponsorships, forums, programs on
council member, and we let them know we are not only embrac-
vendor management and procurement. We have developed
ing diversity throughout the company, but the community
partnerships with local organizations to enhance our supplier
as well.
vendor program and we have also simplified our vendor Web
site for small and minority-owned business to receive informa-
Can you name specific ways your company
tion on procurement opportunities— http://aflac.adaptone.com.
supports upward development toward
management positions?
How do you educate/promote diversity and
We have a number of company-wide programs that are geared
inclusion for vendors, customers, or the general
toward development of our employees and field force for man-
public?
agement positions:
We host on-site workshops and business forums with panelists
• Coordinator in Training Program—For sales force agents PDJ

[ Bank of the West ]
WANT TO WORK FOR A

TRULY GREAT BANK?
AT BANK OF THE WEST, WE BELIEVE OUR CUSTOMERS ARE

WELL SERVED BY EMPLOYEES WHO ARE WELL SERVED.
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.
www.bankofthewest.com
Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. M/F/D/V © 2007 Bank of the West. Member FDIC.
S imply 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!

habits of highly effective S U P P L I E R D I V E R S I T Y executives
Aflac Enhances Supplier Diversity Program

A flac 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
Aflac also recognizes minority business leaders for their
dedication to community service. In an alliance with The
Latino Coalition, the company highlights Hispanic
innovative outreach programs that mentor small and minority entrepreneurs with the Aflac Civic Award for Hispanic
suppliers to help them succeed in their businesses. Business Leaders. These awards honor Hispanic small
The company’s supplier diversity efforts have become business owners across the country.
more concentrated on educating the Southwest Georgia Through innovative grass-roots initiatives such as the
region’s minority and small business owners. We are pilot- Georgia Mentor Protégé Program and Aflac’s commitment
ing a grass-roots program entitled Georgia Mentor Protégé to honoring top leaders, the company has increased supplier
Program. This 18-month program is an open door to diversity spending from $3 million to $30 million in just
communication, education and mentorship between the three years to help numerous small businesses reach success.
company and area small and minority-owned businesses. For more information, please visit aflac.com.
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
Aflac, Inc.
Corporate Profile
small, minority and women business owners that is
designed to help growing companies secure procurement Headquarters: Columbus, Georgia
opportunities.
Web site: aflac.com
• Offer an online resource center with useful tips for
Primary business: Worksite Marketing and Voluntary
entrepreneurs starting new businesses. Benefits/Supplemental Insurance
• Offer sponsorship opportunities to small businesses Employees: 4,200
through networking events across the country and provide 2005 revenues: $14.4 billion
advice for entrepreneurs.
Brenda Mullins
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).
PDJ

Thanks to you,
the Garcias feel confident about their health plan
choices. Now, they spend less time on the phone and
more time having fun.
At WellPoint, you can be addressing tomorrow’s health care

issues, today. Significant issues, like providing a wide array of
innovative products and services with confidence. In the Garcia’s
case, they were looking for a total benefits solution for their
impending retirement. As a valued and trusted WellPoint team
member, you will guide people like the Garcias with your sound
advice. 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
Staying Ahead in Supplier Diversity

T he 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
contribute to business goals. This will help you gain
commitment internally and externally.
Be a Good Partner. Think outside the box. Engage suppliers
communities, customers and partners evolve with diverse
in efforts such as awards and events that promote their good
individuals. Part of my job is ensuring that our suppli-
work. Let partners develop their businesses so they can
ers reflect the diversity of those communities. My team is
move ahead.
responsible for identifying potential suppliers and facilitating
relationships between them and Cisco representatives who Lead by Example. Industry solutions are seldom clear. Learn
can use their products and services. It is our policy to to understand how other companies in your industry help
provide and expand business opportunities to small, women- foster inclusion across the industry. Invest the time to under-
owned, small disadvantaged, minority, disabled veteran, and stand how supplier diversity efforts affect the industry and
HUBZone business enterprises whenever possible. how to exert positive change in the right areas.
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
Cisco Systems, Inc.
that include two or three key initiatives needed to Corporate Profile
implement a meaningful program. It is imperative that your Headquarters: San Jose, California
supplier diversity program meet the company goals and Web site: www.cisco.com
also makes good business sense.
Primary business: Networking for the Internet
Goals that help align supplier diversity efforts with the
bottom line: 2006 revenues: Fiscal year 2006 (ending July 2006)
$28.5 billion
Work, Live, Learn, Play. This is part of Cisco’s corporate Employees: 54,563 worldwide, which reflects end of Q2 FY 2007
vision. Align supplier diversity goals with those of the orga- numbers
nization. Communicate how supplier diversity efforts will
Denise Coley
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)
PDJ

Process is Key to Success at Dell

A s the world’s leading computer systems company, with
manufacturing plants in North America, Asia, Europe
and South America, Dell is committed to increasing oppor-
• Screening identified diverse suppliers to determine if a
match exists between suppliers’ capabilities and business
requirements
tunities for diverse businesses globally. Through its supplier
• Hosting Dell Supplier Diversity Summits: Educational
diversity program, Dell works to provide equal access to
and networking forums to discuss Dell business needs and
potential business opportunities for small businesses, small
to connect Dell customers with diverse suppliers.
disadvantaged businesses, woman-owned small businesses,
veteran-owned small businesses, minority- and women-owned “At Dell, diversity is a key aspect of how Dell does
business enterprises, and HUBZone businesses (Historically business and diverse suppliers are an important component
Underutilized Business Zone) to participate as partners and sup- of our diversity management model,” said Brown.
pliers of goods and services within its corporate supply chain.
For more information on Dell’s Supplier Diversity
“Diverse businesses bring additional innovation and a
program, visit www.dell.com and click on About Dell.
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 Dell Inc.
than 66 percent, breaking the billion dollar mark in 2003. Corporate Profile
In FY06, Dell spent $1.8 billion with small and minority- and Headquarters: Roundrock, Texas
women-owned businesses, and year-over-year spending with its
diverse partners continues to grow at a 20 percent rate. Web site: www.dell.com
Brown attributes the success of Dell’s award-winning Primary business: Technology/Computers
supplier diversity program to its supplier diversity process: 2006 revenues: $57.9 Billion
• Working with Dell commodity managers to identify
Employees: 82,002 worldwide
upcoming, non-production and production-procurement
opportunities
• Identifying qualified, diverse suppliers to participate in
upcoming procurement opportunities
David F. Brown
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
PDJ

Leadership Accountability Includes

Supplier Diversity at Kodak
E astman Kodak Company’s Supplier Diversity pro-
gram continues to increase its domestic spending with
women-owned and minority-owned businesses.
“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-
Kodak’s Supplier Diversity program was initiated as part tion system on our Web site. And we’re continually talking
of the procurement organization in 1989. In 2001, goals with business owners at conferences such as the Women’s
were set to place 10 percent of Kodak’s annual domestic Business Enterprise Council’s National Conference and
purchasing of materials, supplies, services, and equipment Business Fair, Black Enterprise’s Entrepreneur Conference,
with minority- and women-owned businesses by 2006. and the National Minority Supplier Development Council
The company met the goals months ahead of schedule. annual trade fair, as well as local business trade shows.”
Kodak’s Joyce Wichie, director of supplier diversity and Small wonder, then, that Kodak topped Black Enterprise
purchasing manager, said the company exceeded its new magazine’s list of 10 Best In Supplier Diversity in 2006.
goals in 2006, spending 11.8 percent with minority-owned Visit www.kodak.com/go/supplierdiversity to learn more.
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-
Eastman Kodak Company
ers are ranked on their diversity performance in a personal Corporate Profile
Qualitative Factors Assessment. Their operations’ supplier Headquarters: Rochester, New York
diversity spending is part of the ranking.
Web site: www.kodak.com
As Kodak nears completion of its three-year transforma-
tion to a digital imaging company, its need for information Primary business: digital imaging and imaging technology
technology, fleet services, legal support, marketing and
Employees: 40,900 worldwide (as of December 31, 2006)
advertising services, and capital (construction) services
continues. Minority- and women-owned businesses provide 2005 revenues: $13.3 Billion
many of these services for the company.
Joyce Wichie
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
PDJ

success
stories written daily
TIME WARNER SUPPLIER DIVERSITY

Driving your business and ours to success.
It all started with one project. PMI, a minority-owned printer, connected with Time
Warner through our world-class Supplier Diversity program – and has been impressing us
ever since. That’s why we’re proud to sponsor PMI for the exclusive Corporate Plus
Program. Created by the National Minority Supplier Development Council, it gives top
minority businesses a chance to be seen, be heard and be hired by leading corporations
nationwide. Project after project, PMI and Time Warner have succeeded together. Could Talent meets opportunity
you be part of our next great success story?
Get started today by registering your firm at www.TWSupplierDiversity.com
Ernst & Young Has Well-defined Strategies

for Success
A t Ernst & Young, we have four key strategies that drive
our supplier diversity program.
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
1) Commitment to Action – Top down leadership and mentor and develop a minority supplier to achieve greater
accountability is essential to our supplier diversity program. revenues and exposure to clients nationwide.
At Ernst & Young, supplier diversity is everyone’s responsi-
bility, but the tone is set at the top of the organization. This 4) Results/Behavior – Although talking about the impor-
is critical for fostering a sense of accountability toward pro- tance of supplier diversity is important, we can’t stop there.
curement policies that drive diverse business utilization. We must change behavior and deliver results. This includes
supplier diversity training, active participation at advocacy
2) Awareness – To build equitable access for all suppliers, events and development of metrics that track inclusion and
we have to constantly raise awareness and dispel misconcep- utilization.
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.
Ernst & Young
Corporate Profile
3) Development – Ernst & Young recognizes that long-term Headquarters: New York City
success will require our firm and other large companies to Web site: www.ey.com
develop and build the base of successful diverse suppliers. To
that end, we develop educational seminars, award scholar- 2006 global revenues: $8.4 billion
ships, and mentor diverse businesses so that they can grow Global employees: 114,000
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-
Theresa Harrison
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
PDJ

Diversity
determines a company’s success.
Eastman 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.
www.kodak.com/go/careers
© Eastman Kodak Company, 2006
Halliburton’s Lane Leads by Example

H alliburton 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
– Growth in international markets means that organizations
must take a broader approach to addressing supplier diversity.
Halliburton has begun to establish country-specific criteria
company stronger and creates a competitive advantage in to actively identify quality suppliers in other countries to
global markets. As such, we’ve developed supplier diversity support our growing program.
strategies that distinguish Halliburton from the competition We recognize that becoming an industry leader in sup-
and enable us to meet the demands of our business, our plier diversity must be a business strategy and a daily focus.
customers and the countries in which we operate. We are confident that these strategies and our willingness to
go above and beyond industry standards for supplier diversity
Demonstrated Leadership – The most effective means of will enable Halliburton to continue delivering added value
engaging employees and emphasizing the importance of and outstanding service to our customers, while improving
supplier diversity is to lead by example. I have assigned the business performance of our company and our suppliers.
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 Halliburton
importance and performance for all employees. Corporate Profile
Headquarters: Houston, Texas
Encourage Program Innovation and Supplier Development
Web site: www.halliburton.com
– It’s important to constantly develop new, creative ways
to support and encourage supplier diversity. This year, for Primary business: Energy services
example, we plan to introduce our Business Education and 2006 revenues: $22.6 billion
Supplier Transformation (BEST) program, an initiative to
Employees: 100,000
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
Andrew R. Lane
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
PDJ

Highmark Earns Success and Recognition

S upplier diversity is a business imperative that enhances
the supply chain, economically strengthens business com-
munities, increases competitive advantage in the marketplace,
of our partners include: Small Business Administration
(SBA), National Minority Supplier Development Council
(NMSDC), The Conference Board’s Supplier Diversity
and provides equal access to procurement opportunities. Council, Blue Cross and Blue Shield Association,
Institute of Supply Management (ISM), African American
Highmark is committed to encouraging and increasing Chamber of Commerce of Western Pennsylvania, Robert
the utilization of diverse businesses. Highmark’s commit- Morris University, Massey Center for Business Innovation
ment to this initiative is endorsed by Kenneth Melani, MD, and Development, Veteran Business Outreach Center,
Highmark president & CEO, and Highmark’s Affirmative Women Business Enterprise National Council (WBENC)
Action & Diversity Board Committee.
STRATEGIES RECOGNITION / SUCCESSES
• Creating a winning team – Highmark created a division Highmark Inc. was recently recognized as the co-winner of
of more than a dozen employees dedicated to its corporate the 2006 John H. Adams Corporation of the Year Award by
supplier diversity initiative. The Pittsburgh Regional Minority Purchasing Council, an
affiliate of NMSDC. Highmark Inc. recently received the
• Utilization – Increase utilization of diverse suppliers and 2006 Regional Corporation of the Year Award from The
redefine metrics that focus on process improvement and
Minority Supplier Development Council of Pennsylvania,
variation reduction through quality assurance.
New Jersey and Delaware, an affiliate of the NMSDC.
• 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. Highmark Inc.
• Education – Highmark educates other large companies Corporate Profile
about working with minority-owned suppliers through sup- Headquarters: Pittsburgh, Pennsylvania
plier development, mentoring and management training. Web site: www.highmark.com
• Outreach/Partnerships – Partnering with various Primary business: Health insurance
organizations and industry groups helps to strengthen 2006 revenues: Projected to be approximately $10.6 billion
Highmark’s corporate supplier diversity program, Employees: 17,500
community commitment and the marketplace. Some 2005 revenues: $14.4 billion
S. Tyrone (Ty) Alexander

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
PDJ

perspectives
We each
backgrounds
have a thoughts
unique story
to tell
experiences
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.
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.
Proactive Efforts by Hilton Hotels

Supercharge Its Supplier Diversity Program
H ilton Hotels Corporation has a long-standing commit-
ment to diversity throughout its business, including
supplier diversity. But connecting M/WBE suppliers to
• 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.
procurement can be a daunting proposition within large
corporate environments having national, regional and local This process facilitates accelerated procurement
decision-makers and multiple brands serving many market decisions, and new M/WBEs can become part of the Hilton
segments. Fortunately for Hilton and many minority-, Family of supporting businesses easily without the hassle
women- and veteran-owned businesses, Fred Lona, Hilton’s of traditional procurement systems.
Supplier Diversity guru, has devised new approaches to Both Hilton buyers and M/WBEs offer rave reviews
connect minority and women suppliers with Hotel buyers. to this new approach. The pre-qualification process and
Fred’s efforts over the last year showed dramatic results the movement of potential suppliers among decision mak-
at a recent Hilton supplier mixer in Southern California. By ers at the Hilton Supplier event saves time and effort and
shortening the process from introduction to engagement, gets results. There were smiles all around at Hilton’s recent
Lona supercharged results. Here are the essential steps of the California event, which will be repeated throughout the
new process: country during 2007.
• Potential M/WBE suppliers “introduce” themselves via

Hilton’s Supply Management Web site (www.hiltonsupply.com), Hilton Hotels Corporation
which provides supplier and registration information. Corporate Profile
On completion of their registration, suppliers e-mail all
Headquarters: www.hiltonworldwide.com
marketing and collateral information to Lona.
Primary Business: Hotels
• Upon receipt of the supplier’s information, Hilton
2006 Revenues: $8.162 billion
“pre-qualifies” a registered supplier, looking especially at
the “fit” of the M/WBE business offerings, capabilities Employees: 105,000
and qualification of the supplier as an M/WBE.
Fred Lona
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
PDJ

Get more out of your career. Now at Dell.
At Dell, we’re committed to bringing together individuals with
diverse backgrounds, thinking, leadership and ideas, and arming
them 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 recommends Microsoft Vista
CAREERS AT DELL. CONSIDER THE POSSIBILITIES.
www.dell.com/careers
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 Corporation
or 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 essential
part 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.
Business Development Process Works

for Johnson Controls
R eginald Layton is responsible for overseeing all diverse
purchasing activities of Johnson Controls companywide.
Johnson Controls’ supplier diversity strategy is to establish a
ships for minority executive education at Dartmouth and the
University of Wisconsin, and individual development plans.
diversity business development process that expands revenue Leverage minority business development strategies into
and strengthens the company’s network of suppliers. mutually beneficial business gain. When the opportunity
arises, Johnson Controls will structure equity joint ventures
Johnson Controls’ strategies and outcomes include: and strategic alliances with minority firms.
Establish and sustain accountability companywide. Evaluate and report results. Internal business reviews are
Purchasing teams are evaluated for their diversity purchasing conducted by the divisional presidents and the Office of the
performance monthly by a council of divisional vice presi- CEO to evaluate the effectiveness of the purchasing teams’
dents of purchasing. diversity purchasing performance.
Provide implementation training for key employees. Implement reward and recognition. Buyers and field
Johnson Controls offers a course for every employee personnel compete for Johnson Controls’ highest form of
responsible for purchasing goods and services on behalf of employee recognition—the Chairman’s Award—based on
the corporation. their success in structuring mutually beneficial deals.
Develop annual purchasing plans. All purchasing teams Set new goals for each year. The company’s supplier diver-
submit plans to exceed procurement goals, utilizing detailed sity success is perpetuated by continuous improvement pro-
strategies to increase minority supplier participation. cesses based on business goals, purchasing plan results and
best practices.
Orient potential new suppliers to processes and opportunities.
Johnson Controls holds monthly “Straight Talk” orienta- Execute world-class strategies to produce world-class
tion sessions with potential suppliers throughout the United results. The company has been honored with 16 regional,
States to explain the pre-qualification process and review national and customer awards for supplier diversity.
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
Johnson Controls Inc.
Corporate Profile
future projects.
Headquarters: Milwaukee, Wisconsin
Help strengthen diverse suppliers’ business processes.
Diverse suppliers are developed through Johnson Controls’ Web site: www.johnsoncontrols.com
training, business mentoring modules, 12 annual fellow- 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
Employees: 136,000 worldwide
Reginald Keith Layton

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
PDJ

Kelly Services Focuses on Quality

T he new reality of global competition has fundamentally
altered the relationship between companies and their
network of diverse suppliers. Initially, companies ensured
development curriculum to connect diverse suppliers with
staffing industry leaders, procurement specialists and lead-
ing, Fortune 500 companies. Kelly’s regional Supplier
that their suppliers participated through the purchase of Diversity Summits—previously hosted by ExxonMobil
goods and services. Now, the focus must shift from ensur- and GlaxoSmithKline—provide a networking forum for
ing participation to ensuring sustainability. As corporations, staffing companies to share best practices within the sup-
we can best do this if we focus more on the quality of, rather ply chain. These high-energy industry forums are designed
than just the quantity of, our spending with diverse suppliers. to inform, engage and generate business opportunities
for MWDBEs.
1. At Kelly Services, we absolutely prefer to have our second-
ary suppliers be concentrated in the higher margin pro- Kelly believes that supplier diversity development is a
fessional and technical staffing space. First, it’s just good key component to a company’s overall success. And for
business. A diverse network of suppliers is better able to companies to remain competitive in today’s global market-
fill a wide range of jobs because of an excellent reach into place, advancing and developing diverse suppliers is not only
diverse populations. Second, we know that our diverse a best practice; it’s a business imperative.
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

Kelly Services, Inc.
Corporate Profile
that develops diverse companies into strong supply and
staffing partners. Through our partnerships with suppliers, Headquarters: Troy, Michigan
we are able to access a broader pool of candidates and Web site: www.kellyservices.com
provide customers with the highest levels of quality service. Primary Business: Global staffing solutions provider
2006 revenues: $5.6 billion
3. To foster growth and provide opportunities among
Minority, Women and Disabled Veteran Business Employees: More than 700,000
Enterprises (MWDBEs), Kelly has developed a supplier
Nicole M. Lewis
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
PDJ

MGM MIRAGE Knows Diversity Success

Enhances Shareholder Value
T he inclusion of diversity into a corporation’s business
strategy is regarded as a critical competitive business
advantage. The increased awareness of ethnic buying power
• Require certification from diverse-owned businesses.
• Schedule monthly “Getting to Know You” meetings and
invite suppliers to make business presentations.
has caused many corporations to value and integrate diversity
America is an increasingly multicultural marketplace
into all aspects of business operations, including human
and diversity fosters competition. Diverse-owned enterprises
resources, construction, marketing, and procurement.
bring different perspectives, ideas and talents to the table
Within the purchasing discipline, supplier diversity broadens
and provide quality products and services at competitive
the range of companies with which they can conduct
prices. Additionally, adopting a formal supplier diversity
business and enhances shareholder value.
program benefits all parties involved by fostering an environ-
There are simple and easy steps corporations can take
ment for growth. Corporations expand their supplier options
to develop relationships with diverse-owned enterprises.
while diverse-owned enterprises expand their businesses and
• Ensure diversity is valued and driven from the highest contribute to prosperity.
level of the corporation to line-level employees.
• Develop procedures to include diverse-owned enterprises
in your company’s bid process.
MGM MIRAGE
Corporate Profile
• Become an active member in organizations that represent
Headquarters: Las Vegas, Nevada
diverse business owners such as the National Minority
Supplier Development Council, the Women’s Business Web site: www.mgmmirage.com
Enterprise National Council and local chambers of Primary business: Hotel and Gaming
commerce. Most have lists of suppliers that member
companies can use to identify vendors. 2006 revenues: $6.5 billion
• Develop an internal database to capture supplier Employees: 70,000

information for future bid opportunities.
Kenyatta Lewis
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
PDJ

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
l i v e yo u r pa s s i o n . l o v e yo u r w o r k .
for infor mat ion on hal lmar k care er opp ortunit ies, v isit www.hal lmar k.com/care ers.
© 2007 hal lmar k licensing , inc.
New York Life Supplier Diversity Strategies

T he 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-
External communications include:
• A Supplier Diversity brochure that includes New York
Life’s policy statement, and messages from our chairman
astic support of Chairman and Chief Executive Officer
and CEO, and the chief procurement officer.
Sy Sternberg. In fact, his statement of support of the
Supplier Diversity Program is included in marketing materi- • Establishing relationships with the minority business
als and Web content. community, advocacy groups, and chambers of commerce
New York Life has a formal program established with a through active participation and networking with other
written mission statement, a full-time director and a corporations, peers and competitors.
communications plan. The comprehensive communications • Advertising plan with specific focus on minority business
plan includes both internal and external guidelines. publications.
Internal communications include: • Evaluating and recommending participation and sponsorships

• A “Guidelines for Buyers” formally presented by a pro- related to advocacy groups and business opportunity activities.
curement executive to the procurement staff, additional
business units and field employees to
educate and identify new procurement
opportunities for M/WBEs.
New York Life Insurance Company
Corporate Profile
• Collaboration with the Strategic Sourcing Department to Headquarters: New York City
ensure M/WBEs are utilized for traditional (printing and Web site: www.newyorklife.com
promotional materials) and non-traditional services (food
Primary business: Insurance
management services, corporate real estate services and
Revenues: Reported oprating revenue $11 billion in 2005
energy supply companies).
Employees: 8,380
• 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.”
Annette Ficucello
Executive Profile
Title: Assistant Vice President, Supplier Diversity
Education: MBA, Baruch College
Outside Interests: Travel, ardent Mets fan
Favorite Charity: Southern Poverty Law Center

PDJ

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.
NationalCity.com
Member FDIC • ©2007, National City Corporation ®
CS-25080
Pfizer Increases Spending with Minority

Businesses
P fizer’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
• 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.
we realize increased market share and shareholder value.
We have had very good results with our supplier diver- • Informing our suppliers is just as important as educating
members of our corporate organizations.
sity initiative. Our spending with minority businesses has
increased 10 percent annually. We currently spend about • Although we have accomplished much, we at Pfizer still
see the need to go much farther.
$500 million a year with minority-owned businesses and
women-owned businesses. • Our goals are to increase both our relationships and our
spending with minority suppliers.
• Pfizer is active with the National Minority Supplier • We view our spending with minority suppliers as an
Development Council (the leading advocacy/certifica- investment in our ability to meet the needs of our
tion organization for minority-owned businesses) and the customers.
Women’s Business Enterprise National Council (the lead-
ing advocacy/certification organization for women-owned • Pfizer is focused on our customers, and we know that
businesses). supplier diversity is a necessary component in our efforts
to fuel future growth.
• Lisa Martin serves on the National Executive Committee of
the National Minority Supplier Development Council, Inc.
• Pamela Prince Eason, senior director, worldwide procure-
Pfizer Inc
Corporate Profile
ment, sits on the board of Women’s Business Enterprise
National Council. Headquarters: New York City
• Gwendolyn Turner, supplier diversity leader, is on the Web site: www.pfizer.com
board of local minority and women business enterprise
Primary business: Pharmaceuticals
groups.
• Not only are we active members of these boards, we make
sure Pfizer sponsors a number of minority and women busi- Employees: 100,000
ness enterprise activities locally and nationally every year.
Lisa Martin
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
PDJ

Safeway: Diversity is Who We Are
I n 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
• Outreach—We attend and participate in trade shows,
conferences and seminars and plan to host our first
in-house procurement trade-show.
changed. Now, diverse business partnerships have evolved • Development of core competencies—This involves
from simply “minority purchasing” to “supplier diversity” mentoring, consulting, expanding second-tier opportuni-
and no longer “just the right thing to do” but now, “it just ties and forming strategic alliances.
makes good business sense.” • Process—We use online applications and RFPs and have
In today’s business world, successful supplier diversity established internal departmental “champions.”
programs must be viewed as a completely integrated business • Accountability—Track progress and identify potential
process and not a stand-alone program. Organizations such opportunities. Include diversity in yearly performance
as the NMSDC and WBENC offer various business devel- scorecards.
opment services and specialize in qualifying and certifying • Awards—In 2006, we presented an Outstanding M/WBE
minority- or woman-owned businesses. Award and an Outstanding New M/WBE Award.
Below are some key indicators for a healthy supplier • Culture—An asset at Safeway is our overall diversity
diversity process: culture. Over recent years, we have received the Catalyst
Award for our outstanding work in the advancement of
• Executive Support—At Safeway, our CEO supports
women and people of color, been recognized as one of the
the supplier diversity process and all of the company’s
Top 50 Companies for Diversity in a special section
diversity initiatives. He has identified our diversity
published in Fortune, and received the Rainbow/Push
initiatives as important contributors to our
Coalition’s Trading Partner Award.
organizational growth.
• Education/Training—We train our team on what our Diversity is just a part of who we are.
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.
Safeway Inc.
Corporate Profile
Headquarters: Pleasanton, California
Web site: www.safeway.com
Business ranking: #2 conventional food and drug retailer
Employees: 201,000
Tim Williams
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)
PDJ

Sprint Nextel Uses Holistic Approach

T he 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
The Sprint Nextel supplier diversity department works
to ensure that the value proposition of supplier diversity is
understood companywide. The supplier diversity department
opportunities to compete for Sprint Nextel’s business. works in conjunction with Sprint Nextel business units to
Sprint Nextel is committed to the growth and success ensure that minority-, woman- and disabled-veteran-owned
of our supplier diversity initiatives and continues to explore businesses have the best possible opportunity to participate
and increase opportunities with a diverse range of suppliers. in the purchasing process. As a result, Sprint Nextel has
Sprint Nextel actively seeks additional opportunities to meet shown significant gains in purchases from these groups in
with suppliers and to increase external outreach activities. the past decade.
To help fulfill this commitment, Sprint Nextel has The supplier diversity program allows the corporation
implemented several key strategies. to procure goods and services from certified minority sup-
Chief among them is a holistic approach to inclusion and pliers that bring innovation, great solutions and the right
diversity. Inclusion is an engrained part of the Sprint Nextel price point. This gives the corporation a favorable position
corporate culture from the CEO down, and Sprint Nextel in a very highly competitive industry. The supplier diver-
employees are trained to approach all business opportuni- sity department is a member in good standing with all the
ties with an inclusive mindset. As a result, reaching out to world-class supplier diversity organizations that help bring
diverse groups when new suppliers are needed is a natural understanding and visibility to the initiative.
part of the way many employees already do business.
Sprint Nextel
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 Corporate Profile
organization. This department is part of Sprint Nextel’s
supply chain management organization, which resides in the Headquarters: Reston, Virginia
finance division of the corporation. Web site: www.sprint.com
Primary business: Telecommunications
Employees: Approx. 60,000
Roland Jones
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

PDJ

mgmmiragediversity.com
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 s
Railroad Pass • Primm Valley Resorts • Silver Legacy • Circus Circus Reno • Colorado Belle • Edgewater • Gold Strike • Nevada Landing
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
SRP Ties Strategy to Supplier Diversity

Success
S RP reflects an environment of inclusion, maintaining
diversity at the core of our organization in the areas of
customers and shareholders, communities, supplier relation-
SRP supplier diversity coordinates with corporate communi-
cations and media relations to communicate success stories
both internally and externally.
ships, and employees. SRP realizes the need for constant improvement to reach
higher levels of success. SRP is taking further steps to
We encourage new and varied business partnerships and develop our supplier diversity program by:
facilitate the equitable treatment of suppliers through our • Exploring the best method for initiating an executive
supplier diversity program. Our strategic plan is the key to education program for business entrepreneurs designed to
realizing success. increase business acumen. Once established, SRP will offer
scholarships to minority suppliers.
Key elements of our Strategic Plan are: • Developing a means to recognize key individuals
contributing to our success, including management,
Senior Management Support procurement agents, suppliers and end-users.
Key business segment managers and personnel comprise our
Corporate Oversight Committee, actively participating in
the development of supplier diversity initiatives and serving At SRP, we recognize the extent to which we reflect the
as internal and external advocates. Executive managers review community we serve is critical to our success. Diversity is
quarterly reports, maintaining company-wide accountability just sound business.
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-
Salt River Project (SRP)
ble diverse businesses are included in our supplier pool. SRP’s Corporate Profile
Supplier Diversity team utilizes tools when researching the Headquarters: Phoenix, Arizona
ownership status of potential suppliers to ensure data integrity.
Web site: www.srpnet.com
Procurement Advocacy
SRP’s supplier diversity team works to ensure diverse Primary Business: SRP is the largest provider of electric-
entrepreneurs are included in our supplier pool. The team ity to the greater Phoenix area, providing electric service to
connects suppliers to procurement agents and assigned busi- more than 900,000 customers. SRP is the Phoenix metropoli-
ness segment personnel who make opportunities available tan area’s largest supplier of water, delivering about 1 million
through bids and contracts. acre-feet to agricultural, urban and municipal water users.
Communication 2005 Revenues: $2.25 billion
Employees: 4,500
Lester J. “Chip” U’Ren

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
PDJ

Three Principles Guide Staples

S taples 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
• Impact Communities: Staples works with MWBEs
who share our commitment to impacting the communi-
ties in which we do business. One example is Roxbury
core principles: Technology, a minority-woman-owned laser toner
cartridge re-manufacturer that was founded in 1994 and
• Make It Easy: As the world’s largest office products
helps provide job opportunities for disadvantaged people
company, businesses count on us to help them build a
in the community. Since working with Staples, Roxbury
more diverse supplier base. Through our Staples Contract
Technology has, among other things, grown its numbers
(www.staplescontract.com) division, which serves medium
of employees three-fold – going from 12 to 35 employees
to Fortune 1000 organizations, we make it easy for our
in just two years. In addition to adding jobs to their
customers to meet their diversity spending goals by
community, Roxbury gives back through donations to
providing them access to a network of highly respected
local non-profits. Going forward, Staples will continue
MWBE office supply providers. In addition, Staples
to work with MWBEs who align with our own corporate
makes it easy for customers to purchase a wide selection of
responsibility commitments.
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
Staples, Inc.
suppliers that we will provide, among other things, busi- Corporate Profile
ness mentorship while helping develop their business with Headquarters: Framingham, Massachusetts
medium and large sized companies. This mentoring often Web site: www.staples.com
means helping our diversity suppliers build the technology,
fulfillment and accounting infrastructure to handle large Primary Business: Office products and business services
accounts and next-day, nationwide delivery. In addition, 2006 revenues: $18.2 billion
senior executives across Staples meet with our MWBE Employees: 74,000 worldwide
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.
Tara Spann
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

PDJ

Why Diversity is So Important

to Sweet Street Desserts
S weet Street Desserts began in a Pennsylvania garage,
where Sandy Solmon baked cookies and luscious sour
cream coffee cakes for local devotees. Her baked goods
Sandy Solmon has led her company in advocacy
for women:
• Throughout the company, women hold management
became so popular, the demand created a need for the
positions in which they make a significant impact on
business to grow.
company growth and profitability.
It was the late ’70s, a difficult time for any woman try-
ing to start a company. Solmon saw the dismissive glances at • Personal and professional growth is supported through a
industry conventions. She had to talk a little more persuasively Tuition Reimbursement Plan and other programs.
to meet with potential customers. She had to negotiate a little • Solmon and members of her female management team
harder to get the high quality ingredients, equipment and are active in the Women’s Foodservice Forum.
personnel her gourmet dessert business required.
Creative and impassioned, Solmon took on a world • Solmon is a member of the Zenith Group, which helps
populated by men, where business was done at golf outings, minority businesswomen gain a larger piece of the
a sport she did not have time to enjoy. Her vision, and the purchasing pie.
work of the team she attracted, made Sweet Street Desserts Sweet Street Desserts has been certified as a Women in
a profitable concern, one that would grow from a garage Business Enterprise, and the company was named Sodexho
operation into a company that leads the category of frozen 2003 Diverse Supplier of the Year.
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
Sweet Street Desserts
Corporate Profile
empathetic to the challenges faced by other individuals and
companies. “I know the walls that are erected before Headquarters: Reading, Pennsylvania
innovators. They can stop a great idea, a broader vision, a Web site: www.sweetstreetdesserts.com
unique approach,” said Solmon. “But for any industry to
Primary Business: Frozen Gourmet Desserts
move forward, it needs the vigorous, textured, energetic
combination of forces that comes from a diverse workforce Employees: 660
and supplier network.”
Sandy Solmon
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
PDJ

Symantec’s Commitment to Supplier Diversity

D iversity 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-
We also developed a Web site to help our suppliers
explore educational, diversity, and business opportunities
such as networking and funding.
nize and value diversity as a distinct business advantage and
• Supplier diversity and social responsibility are important
have pushed this initiative in our supply chain. Diverse sup-
to Symantec. When a Symantec supplier is selecting its
pliers offer innovative solutions, promote competition, and
own suppliers, we encourage them to take into consider-
often offer a flexibility that many suppliers cannot. Symantec
ation our diversity policies and use similar due diligence
is committed to enhancing its program by continuing out-
with their own supplier spend planning.
reach and identifying opportunities with valued suppliers.
• In March 2006, Symantec signed the United Nations
Global Compact. This compact embraces 10 principles
Symantec’s Supplier Diversity Strategies/Habits covering human rights, fair labor, the environment and
anti-corruption, and provides a framework for companies
• Senior level support and commitments are essential to
to follow when implementing business practices in these
program success. The diversity initiatives are overseen
areas. Symantec was one of the first Silicon-Valley based
by a global steering committee comprising of executives
companies to sign this compact.
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
Symantec
Corporate Profile
other regional diversity councils. The information
Headquarters: Cupertino, California
shared among these councils, and the Small Business
Administration, helps maximize the inclusion of small/ Web site: www.symantec.com
diverse suppliers in sourcing and outreach efforts. Primary business: Symantec is a global leader in infra-
structure software. The company helps customers protect
• Symantec’s goal is to establish long-term relationships their infrastructure, information, and interactions by deliver-
with small/diverse suppliers. For example, we currently ing software and services that address risks to security,
outsource all of our U.S. manufacturing to a certified availability, compliance, and performance.
Minority Business Enterprise/Small Business Enterprise. 2005 revenues: $5 billion
Loretta Richardson-Scheid
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.
PDJ

Wal-Mart Driven by Culture of Respect

T he 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-
est black-owned food processing company in the United
States, was the first beneficiary of the private equity fund,
receiving a $5 million grant.
lence. We are committed to helping grow the sourcing
• The company has contributed $2 million to The Business
of merchandise and services from minority- and women-
Consortium Fund, Inc., a minority business develop-
owned businesses.
ment program created by the National Minority Supplier
We have developed strategic focus areas to execute the Development Council (NMSDC).
commitment: Increase the amount of business with minor-
• Wal-Mart collaborated with Urban Trust Bank, the
ity and women suppliers; increase the number of certified
financial institution started by Black Entertainment
minority and women suppliers with whom we currently
Television founder Robert L. Johnson, to open branches
do business; expand our second tier spending; and institu-
inside Wal-Mart stores and bring banking services to our
tionalize our internal efforts across the business to encourage
customers in underserved urban and minority communities.
our suppliers to embrace and develop minority and women
businesses. • Wal-Mart is an active member of the Billion Dollar
Roundtable, which is made up of companies that spend
Wal-Mart Stores, Inc.:
over $1 billion each with minority- and women-owned
• spent $4.29 billion with minority and women suppliers enterprises.
• established an Internal Supplier Diversity Council to grow
minority and women businesses
• hosted Supplier Diversity Summits to bring procurement
officials and potential suppliers together Wal-Mart Stores, Inc.
• developed Buyer Development Series to share best Corporate Profile
practices with purchasers.
Headquarters: Bentonville, Arkansas
The company has also established outreach programs to Web site(s): e-commerce: www.walmart.com
provide investments in WMBE businesses. Information: www.walmartfacts.com
• In Fall 2005, Wal-Mart Stores, Inc., has made a Primary Business: Retail
$25 million commitment to establish a private equity
FYE06 Net Sales: $312.4 billion
fund that will directly issue equity investments to
qualifying minority- and women-owned businesses. FYE06 Net Income: $11.2 billion
• In May 2006, Siméus Foods International, Inc., the larg- Employees: More than 1.8 million associates worldwide,
including 1.3 million in the United States.
Esther Silver-Parker
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.
PDJ

Innovation has many faces.
At Lockheed Martin, that includes everyone.
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.
www.lockheedmartin.com
Focus on 2007 Catalyst Award Winner PepsiCo
Women of Color (WoC) Multicultural Alliance
By Catalyst PepsiCo and specifically targets women constituencies.

of color in middle and senior manage-
• Educating/Developing: Early on,
The 2007 Catalyst Award Winners ment ranks. It has created a culture of
the Alliance wanted to address the
Since 1987, Catalyst has honored authenticity and honesty that permeates
feedback it had received about the
strategic business initiatives that result relationships among women of color
challenges women of color faced in
in the advancement of women in the and peers and managers, calls attention
developing authentic relationships
workplace with the prestigious Catalyst to the unique experiences and needs of
with their managers, and it recog-
Award. This year, we are proud to working women of color, and showcases
nized the importance of providing
introduce four 2007 Award-win- workplace dynamics and solutions related
women of color with meaningful
ning initiatives from The Goldman to the intersection of gender and race.
development experiences.
Sachs Group, Inc.; PepsiCo, Inc.;
Pricewaterhouse- Coopers LLP; and PepsiCo’s Strategy • Building a Sense of Community:
Scotiabank. These organizations, rep- PepsiCo’s diversity initiative is achieved A sense of community was built
resenting a broad range of service and through: 1) implementation of four through programs and activities
consumer industries, have had the organizational priorities around women designed to assist employees in
foresight, commitment, and talent to of color; 2) sophisticated alliance struc- developing authentic and honest
implement tures and leadership; and 3) program- relationships with each other and
ambitious programs that harness the matic elements that have led to the with their managers.
skills and experience of all employees retention, development, and satisfaction
• Increasing Representation: PepsiCo
in an increasingly global business envi- of women of color at PepsiCo.
senior leaders are accountable through
ronment—women as well as men, and their performance reviews and bonuses
women of color as well as white women. 1. Implementation of Four
for increasing the number of women-
Their initiatives exemplify the type Organizational Priorities Around
of-color senior managers and tracking
of intelligent decision-making that Women of Color.
their attrition, representation, and
Catalyst supports day in and day out. • Creating Support and Awareness: At promotion. Data on women-of-color
first, the initiative focused on achiev- employees is compared to that
PepsiCo’s Award-Winning ing buy-in from women of color of other demographic groups of
Initiative and ensuring that critical issues were employees and competitors on a
In this issue, we focus on PepsiCo’s targeted. Later, this plank focused on regular basis.
Award-winning initiative,Women of building support and awareness more
Color (WoC) Multicultural Alliance (the broadly in the organization, with an
“Alliance”). The Alliance is a strategic emphasis on the managers of women 2. Sophisticated Alliance Structures
support and resource group that focuses of color. These efforts resulted in and Leadership.
on the attraction, retention, and increased awareness of and support
development of women of color within The overarching PepsiCo women-of-
for the initiative from key

A sense of community
was built through
programs and
activities designed
to assist employees
in developing authen-
tic and honest rela-
tionships with each
color advisory team, led by executive
sponsor Dawn Hudson, president,
career goals, and fosters more authen-
tic and honest relationships.
other and with their
PepsiCo North America, has at least one
representative from each PepsiCo division.
• National Women-of-Color managers.
Conferences: In July, 2005, more
The team currently has 11 women-of-
than 175 women of color, from all
color core members, as well as other manager/director/VP levels has increased
PepsiCo divisions, joined together in
members from varying management levels from 4.0 percent in 2002 to 6.7 per-
the first Women of Color Multicultural
and divisions within PepsiCo. cent in 2006. In addition, turnover for
Alliance National Conference. This
women of color who have participated
In addition to the women-of-color three-day event focused on team-
in Power Pairs® is at one-half the rate
advisory team, there are six divisional building, professional and personal
of those who have not participated.
advisory teams in North America, development workshops and panels,
Survey data has shown significant
which include PepsiCo Corporate, and networking with other partici-
positive changes in women-of-color’s
Frito-Lay North America (FLNA), pants and senior executives within
perceptions at PepsiCo. In 2004, 32.0
Pepsi-Cola North America (PCNA), and outside of PepsiCo.
percent of women of color saw diversity
Quaker/Tropicana/Gatorade (QTG),
• Regional Women of Color Meetings: reflected in the management of the
Pepsi Business Solutions Group
PepsiCo also holds three large company. In 2006, the percentage has
(PBSG), and Business Process Transfor-
regional meetings for women of increased to 62.1 percent. In 2002, 50.8
mation (BPT). Each team has a senior-
color at their headquarters in Dallas, percent of women of color believed that
level executive sponsor who champions
women of color within the division.
Chicago, and Purchase, N.Y., that PDJ
PepsiCo was committed to their long-term
focus on engaging all manager-level growth and development. In 2006, that
and above employees. number has increased to 70.0 percent.
3. Programmatic Elements That Have • On-boarding Women of Color:
Led to the Retention, Development, The Alliance website, housed on the Catalyst is the leading research and
advisory organization working with
and Satisfaction of Women of Color PepsiCo Intranet, is accessible to all
businesses and the professions to build inclusive
at PepsiCo. employees.
environments and expand opportunities for
• Power Pairs®: This customized • Women-of-Color Greeting Cards: women at work. For more information about
coaching program for women of These personalized cards are sent informal networks, and to download free copies
color, their immediate managers, and out to all newly hired and promoted of our research reports, visit www.catalyst.org.
their “skip-level” managers (second- women of color. You may also sign up to receive our monthly
CORRECTION: Catalyst’s PCAST article in
level managers) builds personal and the January/February issue had an ommission:
professional relationships, helps This study was conducted in cooperation with
PepsiCo’s Results Karen Gareis, Ph.D., and Rosalind Barnett, Ph.D.,
participants better understand others’ of the Community, Families & Work Program,
Since this initiative began, representa-
work styles, professional interests, and Women’s Studies Research Center, Brandeis
tion for women of color at the senior University.

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8 Profiles in Diversity Journal March/April 2007 61
Essie Calhoun, Antonio M. Perez (at left) with members of Kodak’s diversity advisory panel.
By Essie L. Calhoun and Community Affairs (GD&CA) office, which reports to the CEO.
Chief Diversity Officer, While our GD&CA team is small—fewer than 20 people—we
Director of Community Relations,
Vice President provide leadership for the creation and implementation of our
Eastman Kodak Company global diversity and inclusion strategy. We monitor its
execution, metrics, and integration into our businesses and
A mid a dramatic business transformation, Eastman Kodak
Company has retained and strengthened its commitment
to growing a diverse, inclusive and winning culture. Our CEO
operations. We also create opportunities for knowledge and
skill development around diversity and inclusion, provide work/
and Chairman, Antonio M. Perez, and our board of directors life resources, and support an alternative dispute resolution ser-
have made diversity and inclusion a business imperative. The vice for employees.
board of directors, in 2006, moved beyond just oversight of the All this takes place against a landscape of immense change
company’s diversity and inclusion performance and added at Kodak. Our evolution from a film imaging company to a
diversity and inclusion to the success metrics that it established digital imaging leader, which began in 2004, is nearly complete.
for itself. We will be a leaner, more agile enterprise by year’s end. We all
Leadership from the top is the essential cornerstone of our know that advancing diversity and inclusion is a challenge when
efforts. Leadership and oversight rests with our Global Diversity a company is in a growth mode. Maintaining focus and

“... diversity commitment at
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-
commitment while reducing the size of the business is even
ion-conscious women. The proof-of-concept process helped
more challenging.
influence upcoming consumer digital product offerings.
With workforce reductions of about 27,000 employees
It’s essential for Kodak to deliver products and services that
during this period, Kodak has maintained representation of
reflect the needs of our customers. We’re a global company,
women and people of color compared with our overall workforce.
but if we only make products designed and engineered for one
Diversity and inclusion is a business goal within the company’s
consumer group, we’re not going to succeed. Our customers
business plan, and each business unit or function is expected
are diverse, so we must develop offerings that reflect our
to align with the goal in their business plan. In addition, each
interactions with and knowledge of those diverse customers.
Executive Council member is evaluated against goals set for
representation, supplier diversity and personal leadership
Integration into the Business
behaviors as it relates to diversity and inclusion. A portion
of their compensation is affected by how well they meet their
diversity commitments.
I ntegration 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
Each member of our executive council is a corporate diversity
integration team for each business unit or function, made up
and inclusion champion. In this role, each has the opportunity
of those responsible for key elements of our global strategy.
to expand his or her networks and relationships as a business
Examples include the business unit president, its chief operating
leader. We also engage direct reports to the executive council to
officer, chief marketing officer, human resource director, sup-
serve as management sponsors for our eight employee networks.
plier diversity champion, communications director, etc.
This diversity commitment at the top of the company
Each unit’s integration team develops unit strategies and
signals to employees that we are committed to diversity and
implementation plans and is responsible for their execution.
inclusion, especially during the transformation. It also sends a
Priorities may include increased diversity learning opportunities,
message to external audiences: Ensuring a workforce in which
multicultural marketing, succession planning, supplier
all viewpoints and all cultures are valued and respected is a high
diversity, and other achievable goals that don’t rely heavily on
priority for Kodak.
recruitment.
Beyond Recruitment The three corporate priorities, developed by a global
team, are:
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
Organizationally inclusive culture;
Global employee population reflects appropriate demographics;
for us? Knowledge and skill development for global inclusion.
Diversity and inclusion are essential to understanding and
serving our customers. We’ve committed our efforts to tapping Engaging Employees
the insights and knowledge of our employees, enabling and

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.
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,
A Kodak product road show team of Network North Star members
Associate Consumer Marketing Manager/ Latina
taking part in a Kwanzaa activity at the Memorial Art Gallery in
magazine, and radio host Maria Contreras of The
Rochester, NY.
Box 97.9 FM.
Within Kodak, we have employee networks representing Beyond these internally focused activities, we continue to
eight constituencies: African Americans, Hispanic, Gay/Lesbian/ build our external diversity relationships. Our supplier diversity
Bi-Sexual/Transgendered (GLBT), Women, Veterans, Native efforts have grown our domestic spending with minority- and
Americans, Asian-Pacific, and employees with disabilities. Each women-owned businesses. Their involvement has helped
network has an executive management sponsor. These net- Kodak gain greater efficiencies and productivity as we source
more services and high-tech work. In addition, Kodak’s mul-
works help new hires acclimate themselves to life at Kodak, and
ticultural marketing activities have created new relationships in
they provide opportunities for employees to learn about differ-
our
ent cultures and backgrounds. The networks—whose leaders
consumer business as well as our Graphic Communications
meet with our CEO and chief diversity officer at least once a
Group, which serves the printing and publishing markets.
year— also take on community volunteerism roles, and some- It is also important to communicate our commitment to
times add their insights to the development of new products diversity and inclusion, both internally and externally. To
and services. accomplish this, we have a dedicated manager of diversity
We also employ an internal speaker series format, known as communications to publicize Kodak’s commitment to diversity
“Leaders Speak,” where executives speak on topics such as the and inclusion.
Kodak Values or other diversity and inclusion-related topics. As we near completion of our transition to a digital com-
In addition, the executive council conducts sessions with their pany, we continue to focus on the journey of diversity and
middle management in our “Leaders Leading” series. inclusion. Although our company has changed dramatically, we
remain committed to an inclusive culture that reflects the diver-
Keeping an External Focus sity of the markets we serve. PDJ

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.
H ow 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
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-
deep diversity and inclusion expertise? Just ask Dan Lovely, ment—starting from the CEO and executive leadership team—
who joined Pfizer’s Worldwide Diversity and Inclusion Office is being further deepened and expanded.
after more than two decades at the major petroleum company, “There is a finite window of time within which one must
BP, and Dani Monroe, who recently left her own successful act to have sustainable impact on an organization,” says
D&I consulting firm of 20 years to join the company. Lovely. “Despite the existence of top leader commitment,
“Why would a D&I professional, or more specifically, interest will fade unless it is reinforced by deeper personal and
why would I, want to join Pfizer?” reflects Dan Lovely, senior organizational action and results, integrated throughout the
director and business advisor, Worldwide Diversity and organization.”
Inclusion (D&I) at pharmaceuticals giant Pfizer. Dan points
to what could be defined as the “Golden Moment” of a D&I Global Complexities Inherent in a Multinational
journey at Pfizer and notes four key factors at the company Organization
that have created a perfect convergence of opportunity. Some of the challenges associated with creating a more
inclusive culture in large organizations have been magnified and
Senior Leader Commitment become all the more complex in light of U.S. foreign policy and
With new CEO Jeff Kindler, Pfizer has a proven and active activities abroad. Lovely displays excitement in discussing the

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.
global D&I opportunity. superior performance—and in some cases, survival—are more

“The ability to address some of these in a broader global likely to cultivate fertile ground for D&I and can really reap the
context, while avoiding being U.S.-centric, is a fantastic value of D&I to help them achieve their business results.”
opportunity. Few companies have been successful in developing
a holistic D&I strategy which is truly global in nature.” Dedicate Experienced Resources to D&I Work
One example Lovely cites is the topic of religion. For many Like any critical business initiative, driving a D&I change
companies and consultants, the topic of religion is taboo in strategy cannot be effectively dealt with in the absence of
terms of their D&I strategy and plans. In a post 9/11 world, resources, both in the form of skills and finances.
this type of thinking is extremely limiting and, one could argue, “Considerable effort has been put into identifying and
dangerous. Although many elements of diversity do not exist assembling the right team of experienced professionals to make
at a global level, the concept of inclusion does. One of the key our D&I strategy a reality at Pfizer,” says Mays.
and exciting challenges is incorporating the local definition Mays warns of the misnomer that one must be diverse
of diversity and inclusion while still operating within a global (female, racial minority, etc.) to work in the D&I field. “As
framework and strategy. we ‘preach’ that our fellow leaders must establish and develop
diverse teams, the D&I function must also be diverse, includ-
A Strong Performance Culture ing membership from the majority as well as the minority,” says
As Vice President, Worldwide D&I, Leslie Mays leads and Mays. “If one has to have a particular element of diversity to be
oversees the implementation of Pfizer’s worldwide diversity empathic to people with that same characteristic, then our work
and inclusion strategic framework. She brought both Lovely would be limited and unsuccessful.”
and Monroe into the organization to support the company’s To ensure its success throughout the enterprise, Pfizer busi-
D&I strategy. ness leaders have also committed their own divisional human
“I would assert that only organizations which have, or and financial resources required to drive D&I through their
are developing, a high performance culture can recognize the organizations. This considerable commitment of resources is key
enhanced benefits that D&I can offer.” She notes that while to Dani Monroe’s efforts to develop and execute high-quality
a homogeneous culture or organization is able to perform at educational and engagement efforts for Pfizer’s global leaders.
a normal level, “those organizations that strive to attain truly “It’s an exciting challenge to develop a learning and educa-

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.
tion curriculum that brings leaders not only to self-discovery, undergoing? While timing is never perfect, Mays thinks there
but also to organizational action,” says Monroe. She notes that is an unprecedented opportunity to embed diversity and inclu-
the financial commitment needed to train facilitators, produce sion principles into all key elements of Pfizer’s transformation,
materials and engage Pfizer’s top leaders around the globe is “in everything from organizational structure and leadership
considerable and signals Pfizer’s commitment. team composition to profound change in the company culture
and the very ways we do business.” Her experience has shown
The Time is Right her that anchoring D&I into the very “foundation” and fabric
But is this the time for this work to take hold and thrive of the “new Pfizer” will ensure achievement of the company’s
at Pfizer, given the immense change the company is presently goals, aspirations and business results in ways that have not
PDJ
healthy business
a rare combination
At UnitedHealth Group, we are a healthy business in more ways than
one. We are a Fortune 100 company identified 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
significant difference in someone’s life. Sound like a rare combination? It is.
We are UnitedHealth Group…

As a recipient of a recent award 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
from the INROADS program, 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
UnitedHealth Group is becoming personal rewards.
At UnitedHealth Group, we believe diverse viewpoints, cultural backgrounds, beliefs, lifestyles,

better known for its efforts in
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-
supporting educational oppor- tions across the U.S. Here are just few areas with available positions:
tunities for African-American,
• Finance • Nursing
Hispanic and Native American
• IT • Marketing
college students. This year, the
• Actuarial • Operations
UHG Foundation will be offering
• Medical Directors • Sales
over $700,000 in scholarships
To find out more about these and other opportunities with UnitedHealth Group nationwide and
to diverse minority and rural 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
DiversityOffice@uhc.com. UnitedHealth Group offers a full range of comprehensive benefits,
students.
including medical, dental and vision, as well as a matching 401(k) and an employee stock
purchase plan.
At UnitedHealth Group, we want to celebrate you as a unique individual, complementing the richness of
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.
What’s YOUR MicroTrigger?
I n our last issue, we introduced a new

feature called MicroTriggers, based on
the book by Janet Crenshaw Smith of
observer. I participated in a team
interview of a high-potential minority can-
didate for a management position.
Ivy Planning. MicroTriggers are those “It had typically been our practice to
subtle—and not so subtle—behaviors, meet with management candidates using
phrases and inequities that trigger an a two-person interview team. However on
instantaneous negative response. this occasion, I was told that a third person
This issue, we offer three examples would be added to our team, a manager
submitted by real people whose identities who was a minority. This was to ‘ensure
and places of business are being protected an accurate read’ as to the credentials and
for obvious reasons. validity of the candidate. I was ‘triggered,’
We hope you’ll never find yourself on but I did not comment or demonstrate
the sending side of triggers like the ones how offended I was by the assumptions
described here. being made about me and my interview
partner.
“During and after the interview I could
“ I work in a small office

of 200 people. Of the 200 peo-
ple, there are six African Americans. The
not discern any particular added value or
perceptions that the minority interview-
er elicited relative to job qualification
“Because I am traveling for work I am
normally dressed in a suit, carrying a brief-
office claims to be a family, but it does that my interview partner or I could not case or toting a computer like most other
not feel that way for the few people of have otherwise discerned. passengers. On this particular occasion,
color. Whenever there are losses in the “I approached the client following these I was dressed in jeans and a sweatshirt
office, co-workers try to be sympathetic. observations to get clarification as to what because my suit was in my office and I
They generally inquire as to nature of the an ‘accurate read’ was or what particular planned to change when I arrived.
tragedy and send flowers from an office value the presence of the extra manager “As I entered the plane and began to
fund. brought. The ensuing discussion resulted walk towards the first class cabin a flight
“One month, I lost my uncle due in the client’s reconsideration of the pro- attendant asked me, ‘Are you sure this is
to cancer. I am African-American, and I cess going forward.” your cabin—it’s first class.’ Before I could
live in suburbia. My family is highly answer she added, ‘oh you must work for
educated with impressive careers. I had the airline - are you a flight attendant?’
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 am a black female who is
a senior level professional
in the hospitality industry,
“Apparently, it was totally beyond her
grasp that a black female might actually fly
first class.”
PDJ
I say more?” and I travel extensively for
my job. I fly so much and so often
that I am a Premier Executive with my Janet Crenshaw Smith is President of Ivy
“ One of the more profound

MicroTrigger events
for me was as a receiver/
airline. As a result I have accumulated
enough miles to upgrade my seat to first
class frequently.
Planning Group LLC, a consulting and
training firm that specializes in diversity,
stategy and leadership. Her book is titled

Diversity.
It Enriches Us.
Strengthens Us.
Defines Us.
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.
Bank of the West 25
www.bankofthewest.com Hallmark 45 Pfizer 3
www.hallmark.com www.pfizer.com
BellSouth 7
www.bellsouth.com Highmark 71 Pratt & Whitney 13
www.highmark.com www.pw.utc.com
The Boeing Company 11
www.boeing.com Ivy Planning 65 Sodexho cover 3
www.ivygroupllc.com www.sodexhousa.com
Chevron 15
www.chevron.com Lockheed Martin 57 Shell 9
www.lockheedmartin.com www.shell.com
Cisco 5
www.cisco.com MFHA 60 Time Warner 33
www.mfha.net www.timewarner.com
Dell, Inc. 41
www.dell.com MGM MIRAGE 51 UnitedHealth Group 69
www.mgmmirage.com www.unitedhealthgroup.com
Eastman Kodak Company 35
www.kodak.com National City Bank 47 WellPoint 29
www.nationalcity.com www.wellpoint.com
Ford Motor Company cover 2, pg 1 Nationwide Insurance 39
www.ford.com www.nationwide.com
Halliburton cover 4 PepsiCo, Inc. 17
www.halliburton.com www.pepsico.com

Also Featuring ... Aflac’s Front-Runner, Brenda Mullins • Global Diversity • David Casey • Catalyst
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.
Volume 9, Number 2
In turn, our suppliers tell us that working with Halliburton
MARCH / APRIL 2007
has been a very rewarding experience for them.
12.95 U.S.
$
When you partner with Halliburton, opportunity is truly a

two-way street. If you have a minority- or woman-owned
business, Halliburton has the energy to help.
PROFILES IN DIVERSITY JOURNAL

And we want to talk to you! Please contact us at
supplierdiversity@halliburton.com.
HALLIBURTON
© 2007 Halliburton. All rights reserved.
MARCH / APRIL 2007 • VOLUME 9 NUMBER 2

www.diversityjournal.com
Jean Johnson Kent Haun Ketchum Pamela Chambers O’Rourke Otis R. Anderson
President, Vice President, Upstream Sales, President & CEO, Vice President, Engineering,
LegalWATCH Red Man Pipe & Supply Icon Information Consultants, LP Micro-Smart Systems, Inc.
Helping to build success through supplier diversity.

Profiles in Diversity Journal - Mar/Apr 2007

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Also Featuring ...

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

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

When you partner with Halliburton, opportunity is truly a

© 2007 Halliburton. All rights reserved.

MARCH / APRIL 2007 • VOLUME 9 NUMBER 2

Helping to build success through supplier diversity.

upbringing. DISPLAY ADVERTISING

 Profiles in Diversity Journal March/April 2007

We are dedicated to helping people live longer, healthier,

Working for a healthier world™

18 Brenda Mullins, Second Vice President,

Brenda Mullins is always contributing her time, talent,

 Profiles in Diversity Journal March/April 2007

AZVgc bdgZ VWdji i]Z 8^hXd Xdbbjc^in Vi

 Profiles in Diversity Journal March/April 2007

 Profiles in Diversity Journal March/April 2007

10 Profiles in Diversity Journal March/April 2007

is welcome. Where everyone is

treated the same. Boeing strongly

supports the never-ending mission

to ensure that every workplace is

that welcome place.

award. in mechanical engineering from the

12 Profiles in Diversity Journal March/April 2007

14 Profiles in Diversity Journal March/April 2007

The more perspectives, the better our perspective.

Problem solving begins

“I demonstrate openly and honestly

16 Profiles in Diversity Journal March/April 2007

Brenda Mullins Meeting: (left to right)

Describe your company’s

20 Profiles in Diversity Journal March/April 2007

of its market. Therefore, we provide

Profiles in Diversity Journal March/April 2007 21

What are the tests, measurements and bench-

22 Profiles in Diversity Journal March/April 2007

Profiles in Diversity Journal March/April 2007 23

“We provide career and

Please describe your method for orienting new

24 Profiles in Diversity Journal March/April 2007

WANT TO WORK FOR A

AT BANK OF THE WEST, WE BELIEVE OUR CUSTOMERS ARE

Profiles in Diversity Journal March/April 2007 27

Aflac Enhances Supplier Diversity Program

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

Education: Bachelor of Science degree in Human Resources Management,

Outside interests: My outside interests are those organizations I serve

28 Profiles in Diversity Journal March/April 2007

At WellPoint, you can be addressing tomorrow’s health care

Better health care, thanks to you.

Staying Ahead in Supplier Diversity

Title: Director of Supplier Diversity Business Development

30 Profiles in Diversity Journal March/April 2007

Process is Key to Success at Dell

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

Profiles in Diversity Journal March/April 2007 31

Leadership Accountability Includes

Title: Director, Supplier Diversity and Purchasing Manager,

Profiles in Diversity Journal March/April 2007

Profiles in Diversity Journal March/April 2007

Profiles in Diversity Journal March/April 2007

Profiles in Diversity Journal March/April 2007