Académique Documents
Professionnel Documents
Culture Documents
Volume 9, Number 6
NOVEMBER / DECEMBER 2007
$
12.95 U.S.
and woman-owned businesses is a win-win proposition for us all. Vendors win by partnering
with one of the world’s leading companies. Halliburton wins by receiving first-class service from
these quality-driven firms. If you have a minority- or woman-owned business, we want to talk to you!
HALLIBURTON
Featuring These Leading Suppliers for Halliburton
H e l p i n g b u i l d s u c c e s s t h r o u g h s u p p l i e r d i v e r s i t y.
Back row, left to right: CHERYL LAWSON, DUNCAN INDUSTRIAL SOLUTIONS;
OTIS ANDERSON, MICRO-SMART SYSTEMS, INC.; BARBARA PAULL, GENERAL TRUCK BODY; P.D. MORRISON, PDME
© 2007 Halliburton. All rights reserved. Front row: VIMAL KOTHARI, SYSTEL INC.; E. JEAN JOHNSON, LEGALWATCH INC.
Thanks to you,
each of these women can navigate their health care plans
to obtain the services specific to their needs.
John S. Murphy
MANAGING EDITOR
Linda Schellentrager
Closing out a year’s final issue always makes me look back to review what we’ve C R E AT I V E D I R E C T O R
accomplished. We came into 2007 with a goal of giving our readers new Damian Johnson
MARKETING DIRECTOR
perspectives on diversity. And we did so with our collection of essays from the Laurel L. Fumic
CONTRIBUTING EDITOR
true Pioneers of Diversity in our July/August issue. What’s more, we published Cheri Morabito
ART DIRECTOR
our International Diversity and Inclusion Lexicon, that is being used in training
Alina Dunaeva
OVERSEAS CORRESPONDENT
programs around the world.
Jason Bice
WEB MASTER
We also introduced you to more than one hundred important women who
are changing the face of diversity, in our giant Women Worth Watching issue. LETTERS TO THE EDITOR
And, in this issue, we’re serving up an inside look at Halliburton’s laudatory Commentaries or questions should be
addressed to: Profiles in Diversity Journal,
work in supplier diversity. We’re also introducing you to our newest Front- P.O. Box 45605, Cleveland, OH 44145-0605.
All correspondence should include author’s
Runner of Diversity, William F. Jones Jr., COO of Chrysler Financial. full name, address, e-mail and phone number.
Looking ahead, in 2008 we celebrate our tenth year of publishing.
D I S P L AY A D V E R T I S I N G
Ten years of shining the light on the people behind the initiatives, from Profiles in Diversity Journal
Gemini Towers #1
CEOs to frontline managers. 1991 Crocker Road, Suite 320
Westlake, OH 44145
We have much in store for 2008, but to catch it all, you’ll have to read us
Tel: 440.892.0444
regularly. I urge you to make one resolution for 2008, and that is to continue Fax: 440.892.0737
profiles@diversityjournal.com
to learn about the people who are launching and executing the exciting
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2 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
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departments
8 Momentum
Diversity Who, What, Where and When
14 From My Perspective
by David Casey
David Casey reflects on Race—The Power of an Illusion, on PBS.
76 MicroTriggersReal-Life MicroTriggers
MicroTriggers are those subtle—and not so subtle—behaviors,
phrases and inequities that trigger an instantaneous negative
response. Here are more examples submitted by real
people whose identities and places of business are being
protected for obvious reasons.
6 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
At UnitedHealth Group, unique is everywhere. In our approach to health care. Let us hear your unique voice in these careers available nationwide throughout
In each segment of our business. In every professional. In the career op- our family of businesses.
portunities we offer. As a global leader in health care, UnitedHealth Group
is committed to creating a workforce of unique individuals. Their unique per-
spectives bring about innovative ideas.
• Business Analysts
• Customer Care Professionals
It is the unique backgrounds, lifestyles and beliefs our professionals bring to
their work that fuels innovation, creates a healthy environment and drives us • Financial Analysts
towards our goal of creating a better health care system. • Information Technology
Founded in 1974, UnitedHealth Group has since grown into a Fortune 100 • Inside & Field Sales
company. Our family of businesses work tirelessly to advance the quality and
access to care while making services more affordable and easier to use for • Product Associates
everyone. Our work impacts the lives of nearly 55 million people and helps
coordinate care for more than 20 million more.
• Underwriting Analysts
Through innovative leadership in health care, UnitedHealth Group provides ongoing
As unique as the many businesses that unite to form UnitedHealth Group, are career opportunities for diverse individuals, enriching the employment experience
the career opportunities they offer. From accounting to marketing, clinical to and creating a healthier atmosphere for all.
claims, the employment experience at UnitedHealth Group is second to none.
Regardless of their unique talents, our professionals are united to improve UnitedHealth Group is an equal opportunity employer and employs individuals
health care for everyone. based on job-related qualifications regardless of race, religion, sex, national
origin, age, or other protected characteristics. M/F/D/V.
8 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
Bring out the best in everyone,
and you can achieve great things.
The men and women of Lockheed Martin are involved in some of the most important projects in the
world. Though naturally diverse, our team shares a common goal: mission success. Our differences
make us stronger because we can draw on the widest possible range of unique perspectives. Resulting
in innovative solutions to complex challenges. Lockheed Martin. One company. One team.
www.lockheedmartin.com
© 2007 Lockheed Martin Corporation
Lourdes F. Diaz Joins of human resources strategic planning Mr. McMahon joined AXA Equitable
and implementation including organiza- in April 2005 as senior vice president to
Sodexho’s Diversity Office tional effectiveness, employee relations, launch the company’s strategic initiatives
Lourdes Diaz has diversity, employment, compensation group. In that role he was responsible
recently joined and benefits, leadership and professional for the development and implementa-
the diversity development and facilities services. tion of strategies to increase revenue
office at Sodexho, McAdory joined the company in growth in the company’s retail and
in Gaithersburg, 1987 as a placement and development wholesale distribution channels. He
Maryland. She is coordinator. was promoted to executive vice
a senior director She has a bachelor’s degree in president and elected to the company’s
of diversity rela-
Diaz
industrial administration from GMI executive management committee in
tions, part of the Engineering and Management Institute September 2005.
executive team. and a master’s degree from the Mr. McMahon earned a BS from
Under her new role, she is responsible University of Michigan. Fairfield University and an MBA from
for driving the diversity and inclusion Columbia Business School.
message to internal stakeholders and
managing external relationships. Lourdes
Andrew McMahon Appointed
holds a leadership role in representing Chairman of AXA Advisors, LLC David L. Nelson Named
Sodexho within the marketplace, NEW YORK— VP, Treasury, at
and is committed to promoting best Andrew
diversity practices. McMahon,
Chrysler Financial
Before joining Sodexho Ms. Diaz was executive vice pres- David L. Nelson
the vice president for corporate relations ident of AXA was appointed vice
and the director of the procurement Equitable Life president, treasury,
council at the National Gay and Insurance Chrysler Financial,
in July 2007.
McMahon
Lesbian Chamber of Commerce Company, has
(NGLCC). Lourdes joined the become chairman Prior to this
NGLCC in the spring of 2006 and of AXA Advisors, position, Nelson
was director,
Nelson
directed the corporate relations and LLC, the company’s retail distribution
supplier diversity departments. channel and broker/dealer. He will suc- investor relations,
She holds a BA in marketing from ceed Robert S. Jones, ChFC, CLU, who North America,
Loyola University in Chicago. retired from the company on June 30 with Chrysler Group. Mr. Nelson
after a successful 41-year career. reports to the chief financial officer
for Chrysler Financial.
Machelle A. McAdory Most recently, Mr. McMahon held
Nelson is responsible for all treasury
the position of chief operating officer of
Named VP at retail distribution. He will continue to functions for the company. This includes
Chrysler Financial serve as a member of the company’s capital markets funding, cash manage-
Machelle A. executive management committee. ment, asset-liability and pension
McAdory was The announcement was made by management, interest rate risk
appointed vice Christopher M. “Kip” Condron, chair- management and development of
president, human man and CEO of AXA Equitable, to financing structures that optimize the
resources and whom Mr. McMahon continues to report. company’s capital structure.
administrative Mr. McMahon is responsible for the In addition, as a management
services, for company’s retail distribution channel, spokesman, Nelson maintains relation-
Chrysler Financial including approximately 6,000 financial ships with rating agencies, banks and
McAdory in July 2007. Prior professionals and 60 branch offices institutional investors.
to this position, nationwide and in Puerto Rico. In his Nelson joined the company in 1990
Ms. McAdory was senior manager, role as chairman, he will continue to as a financial analyst.
human resources, global procurement drive strategy for profitable growth He has both a master’s degree in
and supply, at Chrysler Group. across retail distribution, focusing on economics and an MBA in finance from
She reports to Paul Knauss, president management development, recruiting, the University of Detroit.
and chief executive officer for retention, and development of new and
Chrysler Financial. experienced financial professionals, and
McAdory is responsible for all aspects veteran productivity.
10 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
Pfizer Hires New President of National Center Theresa Cropper Joins
Vice President and for Cultural Healing Joins Perkins Coie as Director
Chief Talent Officer Ivy Planning Group of Diversity
NEW YORK— ROCKVILLE, CHICAGO—
Pfizer has Md.—Ivy Perkins Coie is
announced that Planning Group pleased to
Dr. Tanya LLC (Ivy), a full- announce that
Clemons, a senior service manage- Theresa Cropper
executive with ment consulting has joined the firm
extensive experi- firm headquar- as its new director
ence in leadership tered in Rockville, of diversity and
Clemons Carrillo Cropper
and organization Md., has professional devel-
change at announced that opment. She joins the firm from DLA
Microsoft and IBM, will join Pfizer as David Bear Carrillo, founder and Piper Rudnick Gray, where she was the
vice president and chief talent officer president of The National Center for national director of diversity responsible
in November. Cultural Healing, has joined Ivy as a for coordinating the efforts to recruit,
Dr. Clemons will report to Mary senior consultant. An American Indian retain and promote the diverse attorney.
McLeod, the senior vice president for originally from Utah, Mr. Carrillo con- “At Perkins Coie, we value diversity
human resources. She will be a member tributes to Ivy his talents in the areas of as part of our culture and pride ourselves
of the HR leadership team and Pfizer’s cultural diversity, cultural competence on our diversity initiatives. Theresa’s
senior management team. and organizational development. He is wealth of experience will be invaluable as
Dr. Clemons will have responsibility widely known as an expert facilitator of we continue to develop a workforce that
for enterprise-wide organization develop- highly interactive learning environments. reflects the richness of diversity within
ment, talent and learning strategies and Mr. Carrillo has worked with organi- our communities,” said Robert Giles,
play a critical role in shaping the new zations that include Texaco, Johnson & managing partner.
culture. She will lead the company’s Johnson, AmeriCorps VISTA, the U.S. With more than 650 lawyers in 15
senior executive talent development, Environmental Protection Agency, the offices across the United States and in
global people development and succes- U.S. Geological Survey and the U.S. China, Perkins Coie serves companies
sion processes. Department of the Interior’s Bureau of ranging in size from start-ups to FOR-
Dr. Clemons is currently a corporate Indian Affairs. The National Center for TUNE 100. Many of the firm’s clients
vice president for Microsoft, where she Cultural Healing and Ivy collaborated are market leaders in traditional indus-
is responsible for leadership develop- jointly on a project in 2006, and found tries and emerging technology markets.
ment, talent management, employee their partnership to be valuable and
learning and training, organization rewarding. According to Ivy’s president,
development, and change initiatives. Janet Crenshaw Smith, Mr. Carrillo
Dreier Stein & Kahan LLP
Prior to joining Microsoft, she held “represents a special addition to our Announces 2007
leadership roles at IBM, Georgia-Pacific diversity consulting and training prac- California Bar Foundation
and Anheuser-Busch. tice. His expert knowledge of diversity Scholarship Recipient
Dr. Clemons earned a BA in psycholo- and inclusion, organizational dynamics
SANTA
gy from the University of New Orleans and culture, and of the unique American
MONICA,
and a PhD in organizational psychology and American Indian relationship and
Calif.—Dreier
from Louisiana State University. experience, will prove invaluable to Ivy
Stein & Kahan
and to our clients.”
LLP has
announced that
Catherine Pugh,
aspiring civil rights
Pugh attorney, is the
recipient of the
firm’s 2007 California Bar Foundation
Scholarship. Dreier Stein & Kahan LLP,
along with five other law firms in
California, has pledged $30,000 to the
P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 11
scholarship program over three years. The California Bar Foundation is Silver Vanguard
Ms. Pugh’s commitment to social distributing $187,500 in law school Award sponsored
justice led her to attend California scholarships to 39 students from 17 by Chief Learning
Western School of Law, where she California law schools. Recipients are Officer (CLO)
continued her path of improving the nominated based on their dedication magazine. The
lives of those around her. Ms. Pugh was to public service, academic performance, magazine recog-
selected from a nationwide pool of and financial need. nizes industry
applicants as an associate with the Dreier Stein and Kahan LLP is leaders for
Murphy
Council of Legal Education, a program national full-service law firm headquar- excellence in
that pairs minority students in criminal tered in Santa Monica’s Water Garden enterprise learning.
justice programs with attorneys of color. complex, with a second west coast office The awards ceremony was held at the
In addition to her professional accom- at Fox Plaza in Century City. Loews Ventana Canyon Resort in
plishments, Ms. Pugh is in the top of Tucson, Arizona on Tuesday, Oct. 2 in
her law school class, a breast cancer Bryan Murphy Receives conjunction with the Fall 2007 Chief
survivor, a mother of three and a foster Learning Officer Symposium.
parent to a number of foster children.
Silver Vanguard Award “This is really an honor, not just for
“Catherine embodies all of the From Chief Learning Officer me or the claims department, but for
qualities that Dreier Stein and Kahan Magazine Farmers Insurance,” Mr. Murphy stated.
LLP embraces—perseverance, the drive to LOS ANGELES— Bryan Murphy, exec- “It shows Farmers’ continued pursuit of
get things done and a desire to use her legal utive vice president and chief claims learning in order to serve our customers.
training to help others,” said Stanton “Larry” officer, Farmers Insurance Group, has I am very proud of the Farmers team
Stein, partner at Dreier Stein & Kahan LLP. received the 2007 Learning In Practice effort and the recognition given us by
PDJ
12 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
by David Casey
14 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Centrino
logo, Centrino
ountries. Dell
Dell’s
of Dell’s
age, disability,
y,
disability
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art of
part
Inside logo,
religion, national
is an
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Inside, the
Workforce diversity
Dell recommends
Intel Inside,
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Windows Vista Business
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employer. Workforce
logo, Intel
genderr, color,
Intel logo,
race, gender,
AA/EO employer.
the Intel
GET MORE
Intel, the
your race,
reserved. Intel,
an AA/EO
whatever your
OUT OF YOUR CAREER
rights reserved.
Intel Corporation
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is an
Dell is
NOW AT DELL
photography. Dell
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apply
trademarks of Intel
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Dell Inc.
registered trademarks
encourage you
©2007 Dell
typography or
We encourage
Inc. ©2007
in typography
At Dell, w
At e’re committed
we’re committed tto o bringing ttogether
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status.
veteran status.
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backgrounds,
Dell Inc.
future. We
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tools to
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believe d e innovation
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company. Through career
career de veloppment,
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responsible for
sexual orientation,
trade
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held responsible
to quality and to
meentoring
mentoringi programs, network
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work k groups
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produc
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like
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the Latitude D630
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ogo are
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hieve their pot ential. Ourr goal is tto ensure
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commitment to
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9.1% 13.9% 9.7% 13.7 %
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16 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
In a time of rapid change for our company and for our work to find new, innovative solutions for patients, and
industry, we believe that the unique perspective of each better ways of working with our customers, our partners,
Pfizer employee is vital. Why? Because the tough health and the communities we serve.
care challenges people are facing today call for new, At Pfizer, we believe diversity means an inclusive and
different, and diverse ways of thinking. empowering work environment. The result? A happier,
That’s why we’re implementing a global strategy to ensure healthier tomorrow for us all.
Pfizer’s culture not only respects, but also leverages each
individual employee’s background, character, and life
experiences. We’re putting those unique perspectives to
Women’s Representation on Boards
continued
Table 1 Figure 4
Financial Performance at Companies With
Three or More Women Board Directors (WBD)
ROE ROS ROIC
16.7% 16.8%
Consumer Discretionary * * *
Consumer Staples * * *
Financial — * — Average Average
11.5% 11.5%
Healthcare * * * 10%
Industrials * * * % Average
Information Technology * * * 6.2%
Materials * — *
These numbers aren’t just a result experienced, on average, a 35.1 percent Harvey M. Wagner, Ph.D., Professor,
of a few high-performing companies or higher return on equity (ROE) and 34.0 Kenan-Flagler Business School,
industries. As you can see from Table 1, percent higher total return to shareholders University of North Carolina, Chapel
the link between corporate performance (TRS) than did those with the lowest Hill, and Sriram Narayanan, Ph.D.,
and women board directors holds percentages of women corporate officers. Assistant Professor, Eli Broad School
across industries. While none of this data proves or of Business, Michigan State University,
In addition, corporate performance implies causation, the fact that women East Lansing. PDJ
is stronger than average at companies board directors and women corporate
with at least three women board officers go hand-in-hand with high Founded in 1962, Catalyst is the leading
directors, as Figure 4 illustrates. corporate performance adds to the nonprofit corporate membership research and
These results follow Catalyst’s 2004 business case for diversity at organizations, advisory organization working globally with
businesses and the professions to build inclusive
report, The Bottom Line: Connecting which Catalyst continues to study. environments and expand opportunities for
Corporate Performance and Gender This study was authored by Lois Joy, women and business. For more information
Diversity, which showed that the Ph.D., Director, Research, and Nancy on this report and to see its appendices, which
Fortune 500 companies with the highest M. Carter, Ph.D., Vice President, list the companies with highest and lowest
percentages of women board directors, visit
percentages of women corporate officers Research, at Catalyst Inc. and by www.catalyst.org.
18 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
It’s people from all walks that make the
world run.
of people,
vast collection
The world is a
as a glo bal
as. And
cultures and ide
18 0 co untries,
ing in over
company work
ion that a
e unique vis
we embrace th ith the
s. W
rkforce bring
truly diverse wo
than
e of our more
broad experienc
s the most
yees, we harnes
55,000 emplo ergy.
of all, human en
powerful energy
om.
visit chevron.c
To learn more,
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22 Supplying Halliburton
26 Internal Champion Profiles
34 Supplier Profiles
PHOTO • JIM
SYSTEL INC.
Special Feature Halliburton
T H E T R A N S F O R M AT I O N O F S U P P L I E R D I V E R S I T Y
Supplying
Halliburton
O
nly a few multinationals can get a firm handle
on supplier diversity. Their size and scale of
operations often present challenges that slow
the pace of change. And who can fault them?
After all, blending the culture and norms of
dozens of countries into a cohesive plan is
daunting, to say the least.
That’s why Halliburton’s work in supplier
diversity is so remarkable. The company has embraced every aspect
of supplier diversity and taken each aspect to a new level. Scores of
companies owe their existence to the opportunities Halliburton brought
to them.
Take a look at what Halliburton has wrought; you’ll be impressed
and inspired.
P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 23
Halliburton Supplier Diversity
24 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Special Feature Halliburton
national and local content suppliers, small-to-medium business its U.S. supplier diversity initiative and expanding its global
enterprises (SMEs) and ethnic minority businesses (EMBs), in presence. Activities include conducting internal training,
addition to women’s business enterprises (WBEs) and minority expanding second-tier diverse supplier reporting by some of its
business enterprises (MBEs).” top suppliers, establishing local champions across the United
Halliburton is establishing country-specific criteria to identify States with a regional structure to follow in 2008, designing
quality suppliers around the world that can support the and executing targeted local content strategies, and developing
company’s growth in international markets. It also is develop- strategic suppliers over the next five years.
ing an innovative supplier coaching program that will help
U.S. suppliers move into international areas with Halliburton’s Building Supplier Competencies
support and expertise. In exchange, these suppliers will mentor
for Globalization
national content suppliers in underdeveloped markets.
“Diverse suppliers and national content suppliers can learn
from each other while growing their businesses internationally,”
T o support and encourage the development of diverse
suppliers who have global capabilities or the potential to
be a global provider, the company introduced the BEST
said O’Connor.
program in late 2006. BEST—Business Education and Supplier
“Getting to this next level also means challenging ourselves to
Transformation—is a program intended to foster closer
lead in undefined and uncharted territory,” Cooper pointed out.
relationships with diverse suppliers that will play a key role
In this broader view of the world, Halliburton’s vision is to
in Halliburton’s future.
be recognized as a global leader in supplier diversity and national
“BEST suppliers are a unique group,” said Ingrid
supplier development in countries with open markets. Its mis-
Robinson, senior manager of Global Supplier Diversity. “These
sion is to enhance competitive positioning in global markets by
are suppliers who are equipped to meet our future growth
identifying, developing and ensuring the inclusion of diverse and
needs. We bring them ‘behind the curtain’ to understand
national suppliers as an integral component of the supply chain.
Halliburton’s supply chain strategies. We want to increase
Toward these ends, in 2007-2008 Halliburton is refining
alignment with them, foster talent development in their organ-
P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 25
Halliburton Supplier Diversity
H A L L I B U R T O N
1 Halliburton’s Three-Tiered
Internal Champion Profiles
1
MARK McDANIEL
Healthy suppliers are good for
business. As a major oilfield services Executive Advisory Board (EAB)
provider, Halliburton understands comprised of senior executives who influence
this and knows that strengthening
the company’s strategic direction
its own supplier base is key to its
sustainability.
“We are always on the lookout for diversity in
our supply base, and we want our suppliers to
be as healthy as possible,” said Mark McDaniel,
vice president of procurement and logistics for
Halliburton.
“We look for opportunities to help them
grow their businesses. Some of our diverse
izations and build diverse supplier competency in our core
suppliers have ‘hit the wall’ in terms of growing
business areas,” she said.
and expanding their business capacity. They may
need access to capital, mentoring or business “Networking events create opportunities for BEST suppli-
consulting. We give them training and mentor- ers and Halliburton senior leaders to get to know each other.
ing to get over that wall and take their business Participants also attend training sessions taught by Halliburton
to the next level if they are interested.” subject-matter experts and external partner organizations.”
Many Halliburton customers require their Currently, 10 diverse supplier companies are participating
suppliers to have active supplier diversity and
in BEST and enjoying unparalleled access to Halliburton man-
local content programs in place. With its
agement and business growth opportunities. In its first year,
commitment to developing diverse suppliers,
Halliburton has taken the requirement a step the program has already generated positive results for BEST
further. “Our supplier diversity program is on a suppliers. For example, the chief executive officer of Micro-
par with most of our customers and it has SMART Systems Inc., a manufacturer of state-of-the-art oil-
become a differentiator for us,” McDaniel said. field tools, attended a supplier trip with the company’s chief
procurement officer. Custom truck manufacturer General
KELL LEWIS
Truck and Body, a Halliburton supplier for more than 20
For Kell Lewis, being a Halliburton
years, has proposed exploring the creation of a new business
Supplier Diversity Champion is
about opening doors. line in partnership with the company.
Lewis is the senior supply chain As a BEST supplier, Icon Information Consultants dis-
manager for Halliburton’s Gulf of cussed opportunities for increasing its contract service levels
Mexico operations. Based in directly with the company’s chief information officer. And
Lafayette, La., he is responsible for being part of the BEST program enabled LegalWATCH Inc.
procurement and logistics for all
to expand the legal training it provides Halliburton in the
United States to some international locations.
continued on page 28
26 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Special Feature Halliburton
2
3
The Supplier Diversity Council (SDC)
comprised of directors and managers
Supplier Diversity Champions
who oversee day-to-day business management
provide on-the-ground assistance for minority,
women and small businesses navigating
Halliburton’s organization in the United States
Building Ownership for Supplier Diversity The SDC identifies barriers to supplier diversity and imple-
P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 27
Halliburton Supplier Diversity
28 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Special Feature Halliburton
GREG SMITH
Halliburton Strategic Sourcing
Manager Greg Smith is in a
unique position to influence sup-
plier diversity, to the benefit of
suppliers and the company alike.
Through Halliburton’s methodical sourcing
process, Smith and his team have identified
suppliers that qualify as minority- or women-
owned businesses and could gain an advan-
tage from certification.
“We encouraged a long-time supplier to
become certified as a Women’s Business
Enterprise (WBE),” he said. “As a WBE, she is
now able to look for opportunities to win
contracts that her company had not previously
pursued because of the procurement leads
and contacts provided by WBENC.”
Smith also helps suppliers navigate
Halliburton’s organization. “We occasionally
find an MBE or WBE that is a niche supplier
for one segment of our business, but is also
capable of serving other areas. We look for
opportunities within the company and direct
continued
P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 29
Halliburton Supplier Diversity
SHERRY WILLIAMS
In her role as co-chair of
Halliburton’s Supplier Diversity
Executive Advisory Board, Sherry
Williams attended the 2007 instructor-led and/or Web-based training for all employees and
Women’s Business Enterprise currently provides training to the Strategic Training Exchange
National Council annual conference. It was
Program (STEP) participants to develop local supply chain
the first time Williams, vice president and cor-
leadership in every region.
porate secretary for Halliburton, understood
the extent to which women-owned business- The supplier diversity organization awards its Quarterly
es contribute to the economy. Advocate Recognition to an employee who demonstrates a
“It really opened my eyes when I saw thorough understanding of supplier diversity and exceeds
the number of talented women doing quality expectations for supporting supplier diversity objectives. Each
work and making quality products, with year, one quarterly award recipient represents Halliburton at
significant manufacturing and revenue-
the national conference of the National Minority Supplier
generating capacity,” she recalled. “Yet,
Development Council (NMSDC) and the Women’s Business
large business does not gravitate to them
naturally. One of the most important aspects Enterprise National Council (WBENC).
of supplier diversity programs is that they “This exposure drives home the value of supplier diversity
help these businesses be successful. and helps to solidify the advocate as a true champion of sup-
“There is connectivity among large plier diversity,” Robinson commented. “The advocates who
businesses, small businesses, and small-busi- have attended a national conference have all awarded multi-
ness employees and their livelihoods. I knew
million dollar contracts to diverse suppliers as a result.”
this in the abstract, but to see it up close
Employees who create new opportunities of significant
was meaningful to me,” she said.
value or assist diverse suppliers in resolving an issue may receive
continued on page 32 a Halliburton MVP (Maximizing Value-Added Performance)
30 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Special Feature Halliburton
financial award. Through September, a number of employees Each year, one quarterly
had received MVP awards for their impact on a supplier’s
relationship with Halliburton. award recipient
Sharing the Responsibility represents Halliburton
H alliburton sets annual targets to drive performance and deliver
supplier diversity results. Key performance indicators
(KPIs) measure progress and success in supplier diversity in the
at the national
following areas: conference of the
• Percent of annual expenditure increase with new
minority-, women- and small-business enterprises National Minority
• Percent of annual expenditure increase with existing Supplier Development
minority-, women- and small-business enterprises
HELEN O’CONNOR
Having diverse suppliers is critical,
not because it’s fair or helps
a department or business unit
achieve the right metrics,
but because it breeds choice
and opportunity.
“Diversity throughout our business breeds
• Tracking departmental diverse supplier utilization rates
different ways of thinking and solving
problems,” explained Helen O’Connor, director by function
of health, safety, environment and sustainabil- • Incorporating supplier diversity metrics in supplier
ity for Halliburton. “If we are all like-minded,
scorecards and bid evaluations.
there is only so much value we can bring.
If our suppliers are all the same, then what Supplier diversity reporting metrics are automated and
we get will be the same. We become stunted incorporated into supply chain metrics, increasing their visibility
and can’t relate as effectively to our across the organization. Metrics are reported by division, func-
customers and communities wherever we
tion, country, geographic region, and minority/women affiliated
are operating in the world.”
council in the United States. Using indicators built into the
“It makes good business sense to support
choice through diversity in our suppliers. SAP system, Halliburton reports spend by gender, ethnicity,
Diversity is good for us, our clients and the certification status and many other measures.
industry because it encourages different “Our reporting system provides robust, accurate, concise
perspectives and offers increased opportuni- and detailed reporting on a global basis,” explained Robinson.
ties for meeting our needs. I think this makes “In addition to corporate goals, some employees have for-
us stronger,” she said.
mal, personal supplier diversity goals built in to their annual
Halliburton is in a position to offer choices
performance planning tool,” said Cooper. “We provide training,
and opportunities to suppliers, as well. “We
are increasingly expected to bring value to resources and information to business units and individuals
local economies in the different regions to help them achieve their targets.
The ultimate message is that diversity is not one person’s
continued
job. It is a shared responsibility.”
32 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Opportunities to expand its supplier base continue to present themselves Special Feature Halliburton
as Halliburton opens new technology and manufacturing centers
around the world. This brand new facility in Pune, India,
is the first globally focused technology center
outside North America and Europe.
LAWRENCE POPE
Recognizing that executive buy-in
influences culture change in an
organization, Halliburton estab-
lished an Executive Advisory
Board (EAB) to oversee supplier
diversity. Lawrence Pope, vice president of
human resources and operational excellence
for Halliburton, co-chairs the EAB.
“We champion supplier diversity and
ensure that Halliburton leadership is driving
it as a core process,” Pope said. “The
executive advisory board also ensures that
supplier diversity efforts are aligned with
business strategies.”
Some oil and gas companies make
supplier diversity a requirement when their
suppliers, such as Halliburton, compete for
work. What’s more, the company has a goal
to go beyond compliance and lead the
“The ultimate message oilfield services industry in supplier diversity.
“We do not have special criteria for
diverse suppliers. We evaluate diverse suppli-
is that diversity is not ers based on quality, cost and capabilities.
Like any supplier, they have to bring value to
one person’s job. It is Halliburton and our customers,” Pope said.
“If they bring value, we have programs to
help develop their capabilities. The stronger
a shared our suppliers are, the better it is for
Halliburton, our customers and the industry.”
responsibility.” LEN COOPER
PDJ
P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 33
BARBARA PAULL
Special Feature Halliburton
SUPPLIER PROFILES
arbara Paull is the third generation of her family to run Focus on Quality
PDJ
P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 37
CHERYL LAWSON
Special Feature Halliburton
SUPPLIER PROFILES
uncan Industrial Solutions (www.DuncanInd- Duncan employees are actively involved in cost savings programs
PDJ
P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 39
E. JEAN JOHNSON
Special Feature Halliburton
SUPPLIER PROFILES
LegalWATCH Inc.
s an in-house attorney working for a Fortune 100 eled to Argentina, the Czech Republic and Russia to do training, and
Thinking Bigger
Passionate about her subject matter, Johnson did the majority of
training herself for years and hired contractors to supplement her
ernment sanctions and negative press on the back end,” she said. work. “Because my company was so small, I didn’t go after big con-
In 1997, Johnson established LegalWATCH Inc. tracts with big companies,” she explained. “But then I realized that
(www.legalwatch.com), a company that offers training in risk miti- was silly thinking. I can do it. The first thing I had to do was change
gation, antitrust for laymen, contracts and procurement, cultural my thinking.”
diversity and sensitivity, discipline and performance documentation, Now, Johnson focuses on marketing and growing
employment law and ethics. LegalWATCH while licensed attorneys who are experts in their fields
“LegalWATCH is the only company that specializes in training teach the courses. “We select our trainers very carefully. They use the
management on strategies to prevent liability,” said Johnson, president knowledge and expertise they acquired practicing law to help our
and chief executive officer of LegalWATCH. clients avoid mistakes,” Johnson said. “They undergo a rigorous
As with many unique products and services, companies often do training program, complete with an examination and mock class
not know they need risk mitigation training. “It’s non-traditional, so it’s evaluations. In the classes, they utilize adult learning principles that
not on their purchase list,” Johnson said. “It is hard for people to under- help our clients grasp, retain and apply the information.”
stand what the training is until I get in front of them and describe it.” To ensure quality, Johnson awards bonuses to trainers who
receive very high scores on course evaluations. “All the trainers have
Getting in the Door gotten the extra bonus,” she added.
Halliburton’s supplier diversity group became aware of Legal- Johnson draws on her background to design training that helps
WATCH through the Houston Minority Business Council companies avoid mistakes. She practiced law in a Fortune 100
(HMBC) and provided Johnson the forum she needed to get in front company, the United States Department of Justice and an interna-
of the company’s decision-makers. tional law firm. During her career, she spearheaded governmental
“Halliburton invited me to speak at a ‘Lunch and Learn’ pro- audits and negotiated settlements with third parties and government
gram. It helped the managers grasp the value of our training, and they regulators.
started asking me to train their groups. It was an innovative way to Johnson’s academic background includes a Juris Doctor degree; a
get my foot in the door,” she said. Since Halliburton began offering master of laws degree in energy, environmental and natural resource
Risk Mitigation 101 in 2002, more than 700 employees have taken law; a bachelor of science degree in business administration; and an
the course. associate degree in criminal justice. She is certified in training and
“For our young professionals just starting their careers with development and is a senior professional in human resources.
Halliburton, the LegalWATCH training gives them insight into the
legal process and the risk associated with their communications Making Connections
while on the job. It is a wake-up call,” said Jim Haney, manager of Johnson is active in numerous professional organizations, including
development initiatives. serving on the National Bar Association’s Board of Governors.
“We have made Risk Mitigation 101 a part of our technical train- During a three-year term on the National Women’s Business
ing program, which includes engineering trainees and business devel- Council, she was an advisor to the President of the United States, the
opment associates just starting with the company. I have taken the U.S. Congress and the U.S. Small Business Administration on eco-
course myself and I believe I have taken a more cautious approach in nomic issues relevant to women’s business enterprises. Most recently,
my communications as a result.” Johnson was appointed to the board of directors of Women
Based on past performance and the potential of LegalWATCH Impacting Public Policy (WIPP).
to be part of its growth, Halliburton chose to include the training Through her volunteer leadership positions, Johnson has experi-
company among the initial group of suppliers in its Business enced the value of diversity and inclusiveness. “As a past board mem-
Education and Supplier Transformation (BEST) program. ber for both the Minority- and Women’s-Business Councils, I have
“So far, I’ve gone to a two-day training program for BEST com- seen how diverse suppliers bring diverse perspectives, markets and
panies,” Johnson commented. “We were introduced to department opportunities,” she said.
heads and learned how Halliburton selects suppliers. It helped me She has also made connections that helped her build a staff of
refine my approach to marketing to companies like Halliburton.” 11 full-time and contract employees and compete for her first large
In addition to Halliburton, LegalWATCH’s clients include pub- global contract. “People see me working hard, being professional and
lic entities such as the city of San Antonio and the Houston diligent, and putting my heart and soul into everything I do. When
Metropolitan Transit Authority, professional sports teams and they see that, they will think of you when they have a need to fill,”
Fortune 100 corporations in a variety of industries. Johnson has trav- Johnson said.
PDJ
P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 41
OTIS ANDERSON
Special Feature Halliburton
SUPPLIER PROFILES
hile many large companies in the energy industry have reliability, an important metric in the oilfield. “In the Reservoir
PDJ
P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 43
P.D. MORRISON
Special Feature Halliburton
SUPPLIER PROFILES
PDME
.D. Morrison’s grandparents owned a grocery store, Houston office asking questions, trying to make sure we are happy
Unexpected Opportunities
Impressed with PDME’s Tier One model, quality and service,
Minority Business Enterprise (MBE) is dedicated to leading-edge Halliburton Supplier Diversity Manager Ingrid Robinson invited
Tier One and traditional office products solutions. PDME has been Morrison to join her at a Louisiana Minority Business Council meet-
a leading Historically Underutilized Business (HUB) supplier to the ing in New Orleans and a best practices conference held by Diversity
University of Texas at Austin and leading supplier to the State of Information Resources in Atlanta. Robinson spoke about sourcing
Texas. The U.S. Department of Commerce Minority Business diverse suppliers; Morrison’s topic was PDME’s strategic alliance and
Development Association and U.S. Small Business Association have Tier One business model with Office Depot.
recognized PDME for excellence. “The interest generated in those meetings was unbelievable,”
In Austin and Houston, PDME offers a traditional business Morrison said. “PDME has already won one account as a result of
model, performing all supply chain functions, including delivery. the presentations, and we have multiple opportunities for requests
Morrison also developed a unique Tier One model with Office for proposals. Some are with existing Office Depot customers who
Depot in 2002 that proved pivotal to the growth of his business. want to convert their accounts to the Tier One model.”
“PDME handles everything except the delivery of the product, Halliburton also asked Morrison to develop an international Tier
which Office Depot does,” explained Morrison, president and CEO One program to accommodate its global expansion.
of PDME. “This alliance provides Tier One solutions for companies “Halliburton has a team committed to promoting supplier
that have MBE supplier diversity goals. We combine our benchmark diversity that produces end results,” Morrison added. “If your com-
supply chain management with Office Depot’s broad national distri- pany can provide true value and has a product or service that
bution network to provide one of the most comprehensive Tier One Halliburton needs, you will have a positive experience working with-
programs in the country.” in their supplier diversity program.”
Through this strategic alliance, PDME won the office supplies PDME recently hired a chief financial officer and initiated an
contract for Halliburton’s U.S. operations. PDME provides all sup- internship program to help manage the growth it anticipates from
ply chain functions, and Office Depot handles delivery to all loca- the Halliburton account and the additional opportunities its
tions nationwide. Halliburton relationship is generating.
The PDME-Office Depot strategic alliance was a perfect solu- Morrison rewards his growing workforce, which currently
tion for Halliburton, said Halliburton Procurement Center Manager stands at 30 employees, with breakfast every Friday, a monthly
Veronica Brown. “This gives us the opportunity to use Tier One luncheon and the continuation of PDME’s 100 percent company-
spend for these purchases,” said Brown, who was responsible for the paid health insurance and dental insurance.
three-year contract signed with PDME in June 2007. Buying from diverse suppliers promotes healthy business and
“I am very pleased with PDME so far. They take immediate provides jobs and benefits for their employees,” Morrison said.
action when we have an issue. Their employees are always in our “In turn, healthy businesses will buy products from you.”
PDJ
P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 45
VIMAL KOTHARI
Special Feature Halliburton
SUPPLIER PROFILES
Systel Inc.
imal Kothari, president of Systel Inc., wants to do Halliburton buyers also evaluate Systel on its technical contri-
P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 47
“Supplier Diversity for Halliburton now
encompasses national and local content
suppliers, small-to-medium business
enterprises (SMEs) and ethnic minority
businesses (EMBs), in addition to women’s
business enterprises (WBEs) and minority
business enterprises (MBEs).”
HELEN O’CONNOR
HEALTH, SAFETY, ENVIRONMENT AND
SUSTAINABILITY DIRECTOR, HALLIBURTON
leaders might find their inspiration. We salute those who inspire the great
minds of today so that they can become the great visionaries of tomorrow.
Interview William F. Jones Jr. Chrysler Financial
GLOBAL / MARKET / INDUSTRY ISSUES This strategic infrastructure (diversity council, inclusion forum
and employee resource groups) is guided by the organization’s core
Please describe Chrysler Financial’s global presence. values of integrity, openness and respect; financial and social respon-
Describe the scope and scale of the company to a sibility; customer focus; commitment to excellence; and inspired and
reader who may not be familiar with it. empowered people.
Chrysler Financial offers automotive financial products and services
to both dealers and consumers of Chrysler, Jeep® and Dodge vehicles In today’s marketplace, does your company have any
in the United States, Canada, Mexico, Puerto Rico and Venezuela. particular cultural, socioeconomic, or
In addition to offering vehicle wholesale and retail financing demographic challenges to selling, producing, or
to more than 3,600 Chrysler, Jeep and Dodge dealers, Chrysler delivering services? What particular challenges
Financial also provides fleet management and lines of credit to dealers. do you face in hiring and retaining good people?
Currently, nearly three million drivers in the United States enjoy the Our challenges are not unlike any other business. Within the
benefits of leasing or financing with Chrysler Financial. Chrysler financial services industry, we are constantly working to evaluate and
Financial has an employee base of around 4,000 and supports a global pro-actively adapt to meet our customer needs and demands (dealers
portfolio of $75 billion. and consumers). By internally mirroring our customer base through
diverse employees, we are better able to meet and serve our
How does Chrysler Financial define diversity customers needs.
and inclusion, as it relates to the efforts within Hiring and retaining diverse candidates allows us to have a foun-
the company? dation for constructive dialogue with different viewpoints.
At Chrysler Financial, inclusion is our process to better live our core Therefore, attracting and retaining top talent is critical to our success
values and develop a distinct competitive advantage by recognizing, as a company.
valuing, and respecting the diversity of our employees, customers,
business partners, and the communities in which we operate.
The elements we value go beyond traditional and familiar
factors and include business unit, culture, employee group,
employment status, family status, language, marital status,
regional origin, sexual orientation, thinking styles and
veteran status.
Headquarters:
Given all those variables, what are the main com-
Chrysler Financial, 27777 Inkster Road
ponents of your D&I program? Is the management
Farmington Hills, MI 48334-5326
of D&I programs largely U.S.-based or present
throughout the worldwide organization?
Chrysler Financial has taken a three-pronged approach to the Web site:
strategic development of diversity and inclusion throughout the www.corp.chryslerfinancial.com
organization: There is a diversity council comprised of the top
internal senior executives and external business and communi- Primary business or industry:
ty leaders; an inclusion forum, representing executives and/or Automotive Finance
mid-level managers from each functional area and physical
location; and our employee resource groups, representing all Portfolio:
levels of employees choosing to support the overall business $75 billion
objectives of the organization through diverse programming.
52 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Interview William F. Jones Jr. Chrysler Financial
CORPORATE LEADERSHIP
How do you keep diversity a priority throughout What resources (financial and manpower) are
Chrysler Financial? Specifically, how do you allocated to diversity? How do these reflect your
energize people or get their buy-in for diversity company’s leadership commitment to diversity?
throughout the company? Resource allocation for diversity is significant and has increased in
Communication serves as the vehicle to promote diversity program commitment year-over-year.
results, thereby highlighting the benefits of a diverse and inclusive Through the diversity council, the company’s strategic direction for
corporate culture. Through consistent communication and focus diversity and inclusion is developed and communicated. William F.
placed on key diversity programs, employees are engaged in diversity Jones, Jr., chief operating officer, also serves as the chairman of the
on a regular basis and diversity is consistently at the forefront. diversity council. In this role, he is instrumental in setting the overall
direction and message development for diversity at Chrysler Financial.
Are there unique opportunities in your particular Machelle McAdory, vice president, human resources, implements
industry for implementing diversity programs? diversity policies within the workforce for the Americas region.
As a service-based organization, with dealer and consumer touch Since 2005, Chrysler LLC has operated a consistent and strategi-
points, we need to ensure we are able to effectively manage our cus- cally oriented system of global diversity management, which is led by
tomer needs. These needs can vary from language requirements at Anne Cooper, JD, senior manager, human resources.
the consumer level to product marketing to multiple ethnic groups. Cooper is also the chairperson of the inclusion forum and reports
To meet these varied needs, we have a dedicated diversity marketing directly to the Chrysler Financial diversity council. The diversity
manager within our sales and marketing operations to help commu- office follows guidelines and measures that have been in practice
nicate our value proposition to both dealers and consumers. since 1988.
Additionally, due to the ever-increasing growth of the Hispanic Financial budgets are allocated based on strategic plan and
consumer in the United States, we identified an opportunity to business cases designed to drive the business forward. Diversity is
enhance our customer service programs through a dedicated considered a strategic business driver for Chrysler Financial.
P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 53
Interview William F. Jones Jr. Chrysler Financial
54 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Interview William F. Jones Jr. Chrysler Financial
Are there particular areas/employee sectors you feel still need improvement? As an organization, we have
made tremendous progress. We can never stop looking forward and addressing new needs—we need to look to our customers
and employees alike and their shifting needs and change as necessary.
Do you have any words of advice to anyone who wants to rise in their organization? Diversity is a busi-
ness imperative. Make sure you understand the facts. Make sure you understand the challenges and opportunities it poses for
your organization and the nuances of your environment. Your words and your actions will let everyone around you know
where you stand. So be sincere.
P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 55
Interview William F. Jones Jr. Chrysler Financial
l i v e y o u r pa s s i o n . l o v e y o u r w o r k .
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Opportunities Growing for Women
Accenture
Embracing Multiculturalism…Leveraging Diversity
By Andre Hughes, ACCENTURE, managing skills required to
director, Human Capital & Diversity – U.S. succeed as leaders
in this organization.
B
uilding, maintaining and expanding an
inclusive culture is central to Accenture’s suc-
cess. Drawing together diverse qualities
We work to
ensure company-
enables us to deliver innovation, which paves wide integration of
the way for sustainable growth and helping our diversity pro-
clients achieve high performance. grams, not as a
Indeed, for Accenture, inclusion and diver- nice-to-have, but
sity are a call to action. It is about learning from others who are not as part of an inte-
the same and about creating a workplace environment that captures gral mission that
the advantage of diverse perspectives—drawing on a basic credo says everyone can
embedded in our organizational culture to make differences work. be high perform-
We believe it is imperative to help our women understand ers, no matter their
what opportunities exist for them. Women across the spectrum cultural differ-
of diversity need aspirational roles, and if we can create a high ences. The chal-
performance mindset, their performance will surely soar. lenge is to cut
Fostering what I call a “can-do, will-do, have-done, can-do-again across the spec-
disposition,” therefore, is a very powerful incentive. And often it trum of workplace Nellie Borrero, global inclusion and
diversity director at Accenture.
predicts who is likely to become a star performer. diversity, which
can encompass race, gender, ethnic group, age, organizational
Diversity Solutions function and educational background.
The drive to achieve, however, may be held back by cultural and
language barriers that must be overcome for diversity programs Moving Forward
to succeed. How, then, do we nurture that desire in all our people Because inclusion and diversity not only involve how people
to achieve high performance? It is up to us to suggest behaviors perceive themselves, but also how they perceive others, we
a multicultural workforce can build on to create success. It is embrace a strong commitment to ensuring our people are rep-
our responsibility to focus on viewpoints that serve as change resentative of the broader communities we serve. Our environ-
agents and to offer guidelines for more effective execution. ment, therefore, consistently celebrates inclusion and openness
Accenture values high performance. Our approach to train- and promotes diversity up through leadership positions.
ing, therefore, is to create an awareness that will move people Our Minority Leadership Development Program,
from where they are to where they could be. Combining a high Developing High Performing Women workshop, and the
performance mindset with passion creates a winning formula that International Women’s Day events, help to position our people
enables women to highlight their strengths, not their weaknesses. early on for high performance.
It is a source of pride that Accenture now stands at the
Accenture’s Inclusion Initiatives industry forefront, recognized for our vision of inclusion and
As Nellie Borrero, global inclusion and diversity director at diversity. We can’t take our eye off the ball, however, and in
Accenture, explains, “We have developed an innovative, multi- coming years we must continue to lead the charge in addressing
faceted bottom-up and up-down approach to embrace and train issues of communication, adaptability and change.
our women, ensuring they get the tools they need to be success- Clearly, corporate America must displace bias and stereo-
ful, while—at the same time—we educate our leaders on how type with respect for the individual and the unique competen-
to lead a diverse workforce. cies each person brings to bear, or suffer the consequences.
“We have designed a comprehensive and empowering cur- Accenture welcomes the opportunity to share, discuss and con-
riculum with programs focusing on strategic learning around tinually improve our approach, which is designed not just to
issues of leadership, business strategy, corporate finance, rela- transform our diverse workforce, but to infuse all our people
tionship management, global marketing and branding and with energy and optimism for the future.
intercultural competence.”
The bottomline: Our workshops provide high potential
women executives across the spectrum of diversity with the PDJ
60 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
DIVERSITY
determines a company’s success.
Eastman Kodak Company is committed to becoming a truly diverse
corporation. Embracing the ideals of diversity enables us to better meet
the needs of our customers, employees, suppliers, and the communities in
which we live and work. All of which ensures our continued success in the
global marketplace.
www.kodak.com/go/supplierdiversity
62 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
finally
Training that Moves
Beyond Diversity...
Your workplace has become more diverse . . .
But is it inclusive?
Our Subtle Behaviors Workshop teaches you the simple words, small
behaviors, even body language, that can have significant meaning to
individuals and groups. Based on the book, 58 little things that have
a BIG impact: What’s Your MicroTrigger?, this workshop has
become the favorite for those who want to move beyond diversity
to become inclusive.
to Inclusion!
KPMG LLP
KPMG’s JP KNOW Helps Japanese Women
Working in the U.S.
K PMG LLP’s Japanese Practice employs some
300 professionals in the United States, with
more than half of them women. Since these pro-
fessionals work in a culturally diverse environ-
ment, with varying approaches to women in the
workplace, the Big Four accounting firm has cre-
ated an internal organization to address the issues
faced by many Japanese women working in the
United States.
The Japanese Practice’s KPMG Network
of Women, or JP KNOW, is an offshoot of
KPMG’s Network of Women (KNOW), a firm-wide initiative “We just thought that, even though people within the
designed to help women to connect with their peers, meet mentors Japanese Practice would also be a part of the KNOW network in
and share career experiences. their individual offices, it would be appropriate to have a network
“We felt that the women professionals working for the specifically for the Japanese Practice as well,” Yano said.
Japanese Practice are in a slightly unique position in the firm in KPMG’s Japanese Practice is a group of professionals in the
that they have to work bi-culturally,” said Yuki Tobinaga, associ- U.S. firm, located in various offices across the country, who
ate director of marketing for the Japanese Practice. “I think that provide tax, audit and advisory services primarily to U.S. compa-
most people know that gender relations are a little different in a nies that are subsidiaries of larger Japanese corporations. The
U.S. business environment than in a Japanese one.” practice has been in existence since 1973.
The idea for JP KNOW came about during a partner meet- Roughly 80 percent of the professionals in the Japanese
ing the firm held in 2005. KPMG’s Women’s Advisory Board Practice are native Japanese. In addition to common backgrounds
gave a presentation about the firm’s initiatives to create a more from having lived in Japan or with Japanese families, members of
compelling work environment for women. They noted that the the Japanese Practice share the unique experiences and concerns
firm’s two-year-old KNOW program was growing, with local net- of working with Japanese clients. But their knowledge of the
works being set up in KPMG offices around the country. American culture and business environment varies widely. Of the
Three Japanese Practice partners—Michiko Yano of Mountain women in the practice, some have been in the United States since
View, Yasuko Metcalf of Chicago and Masako Carpenter of Los they were children, while others came to the U.S. after college.
Angeles—realized that the Japanese Practice would benefit from a The objectives of JP KNOW align with those of the
KNOW organization specifically for its members, to provide broader KNOW organization: to provide a forum for women to
them the opportunity to meet other women in similar situations. network, foster mentoring relationships, further professional
development opportunities, support work-life balance and
highlight career opportunities. However, while the KNOW
chapters are organized at the local, office level, JP KNOW is a
national association.
To accomplish its objectives, JP KNOW hosts lunches, din-
ners and team-building activities throughout the year in various
venues. For example, senior partners regularly host dinners to
meet and mentor younger staffers.
Yano also noted that the men of the Japanese Practice are
invited to events as well.
“We feel that a lot of the issues that the women face, the men
face as well,” she said. “Also, it’s really important, even if they
don’t share the issues, for them to understand them so they can
support their colleagues or support their spouses.”
PDJ
64 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
our power
comes from
our people
Pratt & Whitney.
Committed to Diversity. Committed to Excellence.
Pratt & Whitney has 38,000 employees in 253 locations worldwide and for more than 80 years,
we’ve drawn our real power from our employees’ individual talents and multitude of backgrounds.
That’s why we’re so proud to receive “A Best Diversity Company” award from the readers of
Diversity/Careers in Engineering & Information Technology Magazine. At Pratt & Whitney,
our strength comes not just from our similarities, but from our differences.
www.pw.utc.com
MGM MIRAGE
MGM MIRAGE Women of Color Conference
Breaks New Ground
M GM MIRAGE was a presenting sponsor of the
Women of Color Conference, the first event of
its kind in Las Vegas. Members of the corporate diver-
sity department were catalysts in creating the event
along with the four ethnic chambers of commerce—
American Indian, Asian, Latin and Urban.This historic
event attracted more than 500 minority women and
men who gathered to participate in workshops ranging
from health and wellness to personal finance, beauty
From left to right: Debra Sillik of American Indian Chamber of Commerce, Vida Chan Lin of the
and self-esteem, career development and leadership Asian Chamber of Commerce, Victoria Napoles of the Latin Chamber of Commerce and Hannah
skills. Brown of the Urban Chamber of Commerce welcome 500 attendees to the first-ever Women of
Color Conference in Las Vegas. The day-long event featured leadership, networking and learning
The conference attracted local and national opportunities through a variety of workshops.
leaders including Marilyn Johnson, vice president
of market development for IBM; Juana Bordas, author and pres- bers and presenting sponsors, was formed to oversee the develop-
ident of Mestiza Leadership International; Terrie Williams, ment and execution of the event. The committee included several
entrepreneur and motivational speaker; Sachi Koto, president sub-committees to focus on areas such as finances, logistics, media
and CEO of Sachi Koto Communications; Brenda Perryman, relations, sponsor relations, and speaker relations.
author and performance poet; Nevada First Lady Dawn The program was developed and included a networking break-
Gibbons; and Nevada Attorney fast, morning and afternoon
General Catherine Cortez Masto. workshops, luncheon, round-
MGM MIRAGE execu- table discussion and a mixer.
tives that participated in the Conference panelists included
Women of Color Conference authors, executives, motiva-
included: Michelle DiTondo, tional speakers, community
vice president of human leaders and others.
resources at New York-New From left to right: Doretha Easler, Manager of Community Relations for Nevada
The Women of Color
York Hotel & Casino; Holly Power; Wai Ling Eng, McDonald’s franchise owner and operator; Punam Mathur, Conference received a trem-
Gagnon, president & COO of Senior Vice President of Corporate Diversity and Community Affairs for MGM endous amount of positive
MIRAGE; Rose McKinney James, President of Energy Works Consulting;
the Gold Strike Resort & Catherine Cortez Masto, Nevada Attorney General; and Lori Nelson, Director of response. Surveys were filled
Casino; Barbara Hewitt, execu- Corporate Communication for Station Casinos, Inc., participate in a panel out by conference attendees,
discussion at the first-ever Women of Color Conference in Las Vegas.
tive director of MGM Grand The workshop, entitled “Cultivating Women Leaders: Skills for Success in rating the conference on qual-
University; Rose McKinney the Community, at Work and at Home,” discussed how women balance the ity of speakers, timing of
commitments and demands of leading busy lives.
James, MGM MIRAGE board events, relevance of discussion
of directors; Punam Mathur, topics, etc. Overall, attendees
senior vice president of corporate diversity and community affairs; felt informed and inspired, and looked forward to future events.
Debra Nelson, vice president of corporate diversity, communica- The conference attracted participants from around the country,
tions and community affairs; and Patricia Norman, director of and several attendees have expressed interest in hosting similar
administration for corporate diversity and community affairs. events in their local communities. Additionally, MGM MIRAGE
MGM MIRAGE Vice President Debra Nelson saw a need for is considering hosting this event on an annual basis and has begun
dialogue among minority women in the Las Vegas community. the planning process for next year.
She approached the chambers of commerce with the idea, and Women of all ethnicities, professions and social backgrounds
they overwhelmingly agreed. From there, a day-long event was cre- from throughout Nevada and across the country participated in the
ated to bring women together from across Southern Nevada and Women of Color Conference. Conference attendees included stu-
beyond. The goal of the event was to provide leadership, network- dents, young professionals, seasoned executives and business owners in
ing and learning opportunities through a variety of workshops. numerous fields and industries. Perhaps the biggest beneficiary, how-
Additionally, event organizers hoped that the success of the event ever, was the Las Vegas community, as the conference was a demon-
would lead to it becoming an annual event. stration of the collective power of the local minority chambers of com-
A planning committee, made up of representatives of the cham- merce to enact a program that benefited women across the city. PDJ
66 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
PepsiCo Celebrates the Life of Edward F. Boyd
1914 – 2007
It’s been 60 years since Ed was hired to form the very first team
of African-American marketers, opening up African-American
communities across the nation. He defined target marketing — the
way many businesses today meet consumer needs with products
and services.
Hispanics are the largest ethnic minority in the country. Recent Accomplishments
According to the 2000 Census, the U.S. Hispanic population grew In the last year alone, NHLI has received a number of national
by a staggering 58 percent in the last 10 years, four times faster awards for its groundbreaking work, such as:
than the total population.
The Latina labor force has also experienced tremendous • The Center for Creative Leadership 2005 Distinguished
Alumni Award. The center typically designates an individual alumnus
growth. However, 75 percent of Latinas earn less than $30,000 to receive its annual award; this is its first award made to honor an
annually. Less than one percent earn more than $75,000 annually. organization.
A U.S. Department of Labor study found that minorities and
• The Independent Sector 2005 Leadership Award. The award
women have made substantial gains in entering the workforce, but honors outstanding organizations for their leadership in investing in the
they are not equally represented at the midlevel and senior levels of people of the independent sector as they work to build community.
management in government or corporate sectors.
• The Cesar Chavez Award. The United States Hispanic
While Hispanic women continue to progress in all sectors of Leadership Institute selected NHLI for its Outstanding Community
society, they are grossly underrepresented in the corporate board- Service award. This award—named after Cesar Chavez, founder of
room, in the political arena and in management and senior-level the United Farmworkers Union—recognized NHLI’s outstanding
service on behalf of the Hispanic community, advocating for civil
positions within the private sector. rights, social and economic justice, and equal opportunity. PDJ
68 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
" " "
"
" $ ! #
Raytheon
Raytheon Women’s Network and Employee Resource
Groups Supporting Women of Color
70 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
perspectives
We each
backgrounds
have a thoughts
unique story
to tell
experiences
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.
U.S. Postal Service
USPS Clears Away Hurdles for Women to Succeed
A s one of the largest employers in the nation, the U.S. Postal
Service recognizes that a workforce that reflects the diversity
of the communities it serves is critical for continued success in the
21st century.
The Postal Service’s vision is for every employee to have
an opportunity to move up in the ranks of the organization
through outstanding performance and career development
opportunities. Opportunities for women, including those
from diverse cultural and racial backgrounds, have never been
greater within the Postal Service.
Women hold key managerial and executive positions at
the Postal Service. Currently, eight officer positions within the
organization are held by women. There are three high-rank-
ing senior level executives who are women of color: Delores Delores Killette Chu Falling Star
Killette, vice president and consumer advocate; Kathleen
Ainsworth, vice president, delivery and retail; and Marie just a few examples of how the Postal Service’s commitment to devel-
Therese Dominguez, vice president, government relations. oping employees has benefited the organization’s women of color:
National Women’s Program • Chu Falling Star, Cincinnati, Ohio, postmaster, began her
career as a clerk. She took advantage of training and supervisory
For more than 30 years, the organization’s National Women’s
opportunities, including the Career Management Program and
Program has helped to improve career advancement opportunities the Advanced Leadership Program, to obtain positions requir-
for women. The program can be traced back to the 1959 appoint- ing higher accountability and responsibility.
ment of Mrs. Cecil M. Harden as the Post Office Department’s
first Special Assistant for Women’s Affairs. By 1964, the Post • Lilly Jung-Burton, Triboro, N.Y., district manager, received
Office Department had a plan to increase opportunities for a postal executive appointment in 1988, one of the first Asian
American female executives. She cites several programs that
women, and the first Postal Service Women’s Action Committee
affected her career, including the management trainee
was born. program, a two-year structured program that provided a
comprehensive view of Postal Service functions.
Integrated Approach
In 2005, the Postal Service implemented an innovative approach • Elizabeth Johnson, Mississippi district manager, entered the
to managing the development of a diverse talent pool. This Postal Service as a management associate after receiving a
master’s degree in business administration. She had a fabulous
approach combined various functions to create one department
education, but not much practical job experience. Through
that integrated employee development programs with diversity the management program, she found ways to grow and
programs, including the National Women’s Program. Women contribute to the organization.
from diverse backgrounds have benefited from developmental
opportunities through programs such as the Associate Supervisor • Maria Lourdes Pell-Stockman, manager of human resources,
integrated communication and branding, credits her success
Program, Advanced Leadership Program, and Career at the Postal Service to having a mentor. “The organization
Management Program. These programs have provided women embraces diversity by offering various paths to success as long
with advancement opportunities at all levels of the organization as individuals are willing to work hard and set themselves apart
and at different stages within their postal careers. as leaders and achievers,” said Pell-Stockman.
But it does not stop there. The Postal Service recognizes the
benefit of attracting talent from outside the organization. We offer Building on Success for the Future
management opportunities to candidates through the Manage- Building on its legacy of diversity, the Postal Service will continue
ment Intern Program. to expand recruitment efforts and continue to promote workplace
Today, the Postal Service has more than 100 diversity profes- practices that provide career opportunities for the best and brightest
sionals involved in attracting diverse talent to the organization and talent available. The Postal Service is committed to providing all
encouraging upward mobility through the various postal-career employees with the tools and knowledge needed to do their jobs
development programs and processes. Our goal is to continue to today and prepare them for the leadership challenges of tomorrow.
build a performance-based culture and improve the skills of our
workforce. We are proud of our employees’ achievements. Here are
PDJ
72 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
MFHA’S 2007
CONFERENCE
HIGHLIGHTS
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74 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Bausch & Lomb 75 Halliburton cover 4 PepsiCo, Inc. 67
www.bausch.com www.halliburton.com www.pepsico.com
Bank of the West 58 Hallmark 57 Pfizer Inc 17
www.bankofthewest.com www.hallmark.com www.pfizer.com
The Boeing Company 49 Ivy Planning 63 Pratt & Whitney 65
www.boeing.com www.ivygroupllc.com www.pw.utc.com
Chevron 19 Lockheed Martin 9 Sodexho 3
www.chevron.com www.lockheedmartin.com www.sodexhousa.com
Cisco 5 MFHA 73 Shell 13
www.cisco.com www.mfha.net www.shell.com
Dell, Inc. 15 MGM MIRAGE 20 UnitedHealth Group 7
www.dell.com www.mgmmirage.com www.unitedhealthgroup.com
Eastman Kodak Company 61 National City Bank 69 WellPoint cover 3
www.kodak.com www.nationalcity.com www.wellpoint.com
Ford Motor Company cover 2, pg 1 Nationwide Insurance 71
www.ford.com www.nationwide.com
76 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
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HALLIBURTON
Featuring These Leading Suppliers for Halliburton
H e l p i n g b u i l d s u c c e s s t h r o u g h s u p p l i e r d i v e r s i t y.
Back row, left to right: CHERYL LAWSON, DUNCAN INDUSTRIAL SOLUTIONS;
OTIS ANDERSON, MICRO-SMART SYSTEMS, INC.; BARBARA PAULL, GENERAL TRUCK BODY; P.D. MORRISON, PDME
© 2007 Halliburton. All rights reserved. Front row: VIMAL KOTHARI, SYSTEL INC.; E. JEAN JOHNSON, LEGALWATCH INC.