Profiles in Diversity Journal - Sep / Oct 2006

Also Featuring ...
Adecco’s Front-Runner Lois Cooper • Hispanic Heritage • Catalyst
Volume 8, Number 5 September / October 2006

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Leaped
for joy when he saw it.
Technology meets ecology.
What’s not to love?
He’d drive one himself
if only it came equipped
with lower door handles.
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Summer is an exceptionally busy time for us at the magazine. We have PUBLISHER James R. Rector
been occupied not only with the current issue but also with the giant, MANAGING EDITOR John S. Murphy
year-ending Women Worth Watching issue that will be available in
November. We’ve been poring over mentoring essays, personal and CREATIVE DIRECTOR Linda Schellentrager
corporate profiles, and portrait photography, all of which will capture the MARKETING DIRECTOR Damian Johnson
spirit of 100 extraordinary women whose success merits scrutiny. We bill
CONTRIBUTING WRITER April Klimley
this issue as the biggest diversity event of the year, largely because of the
caliber of the women profiled in its pages. You’ll want to read it from CONTRIBUTING EDITOR Laurel L. Fumic
cover to cover.
OVERSEAS CORRESPONDENT Alina Dunaeva
That doesn’t mean you should skim this issue. It, too, is packed
with good reading that entertains and informs. WEB MASTER Jason Bice
We begin with a profile of Waste Management’s Larry O’Donnell on
page 19. Mr. O’Donnell is a change champion of the highest order, and LETTERS TO THE EDITOR
he has made great strides at Waste Management, a company whose Commentaries or questions should be
ubiquitous television commercials boast of saving 41 million trees last addressed to: Profiles in Diversity Journal,
year because of its recycling programs. There’s plenty to boast about on P.O. Box 45605, Cleveland, OH 44145-0605.
the diversity front there, too. All correspondence should include author’s
full name, address, e-mail and phone number.
Our Front-Runner piece profiles Lois Cooper of Adecco. I’ve spoken
to Lois several times over the last few weeks, and I can tell you I’d like to
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meet her in person. Straightforward, down-to-earth, quick to laugh— Profiles in Diversity Journal
what more could you ask for? Gemini Towers #1
We’ve also got our regular features, Momentum and Catalyst, and a 1991 Crocker Road, Suite 320
feature on Hispanic Heritage Month. This observance begins on Sept. 15, Westlake, OH 44145
a date that marks the anniversary of independence for five countries: Tel: 440.892.0444
El Salvador, Costa Rica, Guatemala, Honduras and Nicaragua. More FAX: 440.892.0737
than 35 million people identified profiles@diversityjournal.com
themselves as Hispanic or Latino

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Reprints:
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Shell CEO John Hofmeister Editorial:
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James Rector at the City Club in John Murphy
Photos & Artwork:
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2 Profiles in Diversity Journal September/October 2006

On the Cover / Special Feature
19 Larry O’Donnell
President and Chief Operating Officer, Waste Management
Here’s an inside look at the diversity legacy Mr. O’Donnell is driving into the
organization. The green Waste Management trucks are ubiquitous. Diversity is just
as pervasive within this company, and its dynamics are key to operations success.
Front-Runner Lois Cooper,

Adecco’s Vice President,
Employee Relations and Diversity
With her broad smile and positive attitude,
Ms. Cooper uses every opportunity to mentor
others and infuse them with her own enthusiasm.
Take a closer look in this month’s profile.
40
46 Hispanic Heritage Month
If you’re not recognizing this celebration, you’re missing a great opportunity
to build your team and advance diversity. Here’s how seven organizations celebrate
the 35-million strong American Hispanic community.
departments
.
Momentum
Diversity Who, What, Where and When
8
Catalyst
Are Women Reaching the Top?
54 Recent studies paint a bleak picture of women’s progress into top
leadership positions. Here are the surprising results and a call
to action for CEOs.

BP Names Carter as General African American business professionals. and chief administrative officer.
He also served as the chairman of CVS is America’s largest retail phar-
Manager, Diversity & Kaleidoscope Magazine from 1993 to macy, operating more than 6,100 retail
Inclusion – Americas 2001, a magazine which serves as a and specialty pharmacy stores in 44
HOUSTON – BP catalyst to bring diverse people together states and the District of Columbia.
today announced it in Greater Cleveland. General information about CVS is
hired Kevin Carter available through the Investor Relations
as general manager, Paula A. Price Joins CVS portion of the company’s Web site, at
diversity and inclu- http://investor.cvs.com, and through the
sion – Americas. In
as Senior Vice President, pressroom portion of the company’s
this role, Carter will Controller and Chief Web site, at www.cvs.com/pressroom.
lead the Americas Accounting Officer
team as the compa- WOONSOCKET, Mayor of Albany Appoints
ny continues its Rhode Island - CVS
journey to build a diverse talent base
Nixon Peabody Attorney
Corporation
and create an inclusive environment. He (NYSE: CVS)
to “Re-Capitalize Albany
will work in partnership with the operat- announced today Advisory Committee”
ing businesses and corporate functions that Paula A. Price ALBANY, NY –
in the Western Hemisphere to identify has joined the com- John E. Higgins, a
key diversity and inclusion (D&I) strate- pany as senior vice labor and employ-
gic issues and establish actions to create president, controller ment attorney with
world class D&I capability in those and chief account- Nixon Peabody LLP,
regions. ing officer. Price will be responsible for has been appointed
Carter brings to BP 20 years in financial reporting, accounting systems, to the “Re-
D&I and strategic planning roles at vari- internal controls and loss prevention, Capitalize Albany
ous companies such as Ernst & Young, and will help ensure the effective coordi- Advisory
McDonald Investments, National City nation of strategic plans and budgets. Committee” by
Bank and, most recently, Safeco Under the direction of the chief financial Mayor Jerry Jennings. The Committee
Insurance Cos. These roles afforded him officer, she will also be responsible for is comprised of business, education,
the opportunity to develop and imple- managing general accounting, planning economic development and community
ment comprehensive strategies focused and analysis of the company’s financial leaders. Its mission is to craft a new
on workforce inclusion as well as vendor results. vision for education, economic growth
and supplier diversity. Previously, Price was senior vice and neighborhood revitalization
According to Emily Deakins, vice president and chief financial officer for throughout the Capital Region.
president, global diversity and inclusion, the institutional trust services division of For more than sixteen years,
“We are excited to have Kevin joining us JPMorgan Chase & Co. Price’s career Higgins has counseled employers on
in BP. His extensive experience in the experience includes senior-level finance how to avoid lawsuits for all kinds of
corporate diversity and inclusion field positions at Prudential Financial, RJR discrimination, harassment, retaliation,
and with nonprofit organizations will be Nabisco, Diageo/Grandmet, Kraft Foods employment and traditional labor law
a great asset to BP as we continue our and Sears. She received her MBA problems. Higgins has significant litiga-
critical work to create world class magna cum laude from the University of tion and trial experience representing
capability in this area.” Chicago and her BS summa cum laude employers in cases alleging race, age, sex,
In addition to his past corporate from DePaul University. Price is a certi- national origin, disability and other
roles, Carter was the first African fied public accountant. types of discrimination, and defending
American to serve on the board of “Paula has demonstrated her effec- claims brought against employers and
trustees of the Securities Industry tiveness in accounting, corporate fiduciaries under ERISA and state
Foundation for Economic Education, finance, and strategy. Her experience common laws. In February 2006, he
chaired the Northeast Ohio United across industries and functions will be an was named one of the best lawyers in
Negro College Fund from 1993 to 1998, asset to CVS as we continue to grow our America in the areas of labor and
and is the founder and former chairman business and we welcome her to the employment law based on a peer-review
of the Consortium of African American CVS team,” said David Rickard, execu- survey.
Organizations, comprised of 3,000 tive vice president, chief financial officer Higgins is president of the Capital

District Black and Hispanic Bar office and chairman of the firm’s nation- vice president, gen-
Association, co-chair of the New York al diversity committee. “Edwin is eral counsel and
State Bar Association Committee on uniquely qualified to focus on our corporate secretary.
Minorities in the Profession, and a progress throughout the eastern region Her responsibilities
member of the New York State Bar and his addition is another important at Exelon will be
Association’s (NYSBA) statewide step in our campaign.” human resources
Committee on Diversity and Leadership At Skadden Arps, Bowman executed strategy and work
Development. He is also a member of strategic diversity initiatives that force planning,
the NYSBA’s House of Delegates and a increased the firm’s recruitment, reten- compensation,
member of the American Bar tion and promotion of minority and employee health
Association’s Presidential Advisory women attorneys. He advised the firm’s and benefits, and corporate security.
Council on Diversity. diversity committee, improved internal Davis joined Exelon in August 2005
Nixon Peabody LLP is one of the communications to provide information as associate general counsel, office of the
largest law firms in the United States, about diversity, launched the firm’s corporate secretary. In her new role, she
with more than 600 attorneys collabo- voluntary affirmative action plan, and will oversee all Exelon diversity and
rating across 15 major practice areas in created seminars for associates and part- compliance initiatives. These initiatives
16 office locations. Nixon Peabody has ners on diversity issues. demonstrate Exelon’s commitment to
been recognized by FORTUNE magazine Bowman’s human resources experi- fostering an environment of inclusion
as one of the “100 Best Companies To ence also includes recruitment, salary and respect, while ensuring compliance
Work For” in 2006. administration, economic evaluation, with government requirements.
performance management, and policy “Andrea brings significant experi-
Bowman Joins DLA Piper development. Bowman was also a con- ence, capability and credibility that will
sultant to the Federal Glass Ceiling support a positive, respectful work envi-
as Regional Manager Commission that developed published ronment for our employees and advance
of Diversity recommendations and guidelines to the Exelon’s efforts to build a high perform-
NEW YORK – White House for driving workforce ing organization that delivers exceptional
DLA Piper diversity throughout both the public and value to our customers and shareholders,”
Rudnick Gray Cary private sectors. He is a member of the said S. Gary Snodgrass, executive vice
US LLP has Society for Human Resource president and chief human resources
announced that Management. officer. “Peggy has more than 25 years
Edwin Bowman has Bowman has a B.A. degree from of broad-based legal experience in the
joined the firm as Fisk University, Nashville, Tenn. public and private sectors. We are
eastern regional excited that she is joining our team
manager of diversi- Exelon Names Andrea L. Zopp and confident that she will drive the
ty. He will take a leadership role in the company’s diversity and compliance
development of diversity programs, facil-
Senior Vice President, initiatives to the next level.”
itate training efforts and track the overall Human Resources and As senior vice president, general
progress of diversity programs. Bowman Peggy A. Davis counsel and corporate secretary at Sears,
will focus on diversity programs involv- Zopp had responsibility for legal affairs,
ing the firm’s offices in New York,
Vice President, Diversity
public relations, government affairs and
Boston, Philadelphia, Baltimore, CHICAGO –
compliance. She joined Sears from Sara
Washington, D.C., Tampa, Fla., Raleigh, Exelon has
Lee Corporation where she served as vice
N.C., Atlanta, and Northern Virginia. announced that
president, deputy general counsel and
Bowman was previously a diversity Andrea L. Zopp,
managed senior attorneys at the operat-
manager at Skadden, Arps, Slate, 49, has been
ing divisions, risk management, and
Meagher & Flom. appointed senior
environmental services and safety.
“DLA Piper has adopted as part of vice president,
Currently, Zopp is a member of the
its strategic plan the goal of improving human resources;
board of directors of Andrew
the recruitment, retention, and advance- and Peggy A.
Corporation, where she serves on the
ment of women and minority lawyers at Davis, 53, has been
compensation and nominating and
the firm and is vigorously pursuing that appointed vice president, diversity.
governance committees. She is involved
objective,” said Peter C.B. Bynoe, a sen- Zopp joins Exelon from Sears
in national and local community and
ior partner in DLA Piper’s Chicago Holding Corporation where she was senior
professional associations, including the

National Urban League, American Bar George Nichols III to Head company in the United States and one
Association, Chicago Bar Association, of the largest life insurers in the world.
Black Women Lawyer’s Association,
Office of Governmental Headquartered in New York City, New
Leadership Greater Chicago, the Affairs in 2007 York Life’s family of companies offers life
Economic Club, the Heartland Alliance, NEW YORK – insurance, annuities and long-term care
and Chicago Area Project. New York Life insurance.
Zopp holds a bachelor’s degree in Insurance
history and science as well as a J.D., Company La Fonte Nesbitt of Holland
both from Harvard University. announced that
As associate general counsel at George Nichols III
& Knight Recognized by the
Exelon, Davis was responsible for has been named Minority Business &
development and implementation of the head of New York Professionals Network
company’s corporate compliance program, Life’s Office of WASHING-
including conducting and monitoring Governmental Affairs, effective January TON, D.C. –
investigations of potential violations of 2007. He will succeed Jessie Colgate, Holland &
Exelon’s code of business conduct and who has led the operation since 1989 Knight LLP is
preparing quarterly reports on these and will be retiring in January 2007, proud to
matters for Exelon’s audit committee. after 20 years of service. announce that
She also developed and implemented Sy Sternberg, chairman and chief La Fonte Nesbitt,
programs and delivery systems for ethics executive officer, New York Life a partner in the
and compliance case management, Insurance Company, said, “Jessie has had firm’s Real Estate
training, and communications. a distinguished career at New York Life, Section, has been
Prior to joining Exelon, she was a contributing enormously to building named one of the Fifty Influential
partner at the law firm Winston & New York Life’s reputation on both the Minorities in Business by the Minority
Strawn, where she specialized in labor federal and state levels. We wish her well Business & Professionals Network
and employment litigation and counseling, in her retirement. We are pleased to be (MBPN). The award honors diverse,
and public law. She also has extensive turning to another member of our man- dynamic business professionals who have
experience in the public sector, including agement team, George Nichols, who has a demonstrated strong leadership in their
service as chief of staff to the Chicago strong background in government and an industry and share a commitment to
Public Schools’ CEO. excellent track record at New York Life.” their community, business growth and
Davis is a member of the American Nichols is currently senior vice pres- professional excellence.
Bar Association and the Chicago Bar ident in charge of the company’s AARP Nesbitt practices in the commercial
Association. She is the outgoing presi- Tampa Operations, where sales growth real estate development and finance area,
dent of the Lawyers Trust Fund of has exceeded 20 percent annually in the with a particular focus on affordable
Illinois, treasurer-elect for the National three years he has led the operations. housing and community development,
Association of Women Lawyers, and is Prior to his current position, Nichols and public-private partnerships and pri-
on the board of directors for the served as senior vice president in New vatization initiatives. He was Holland &
Academy for Urban School Leadership York Life’s Agency Department, which Knight’s first diversity partner and
in Chicago. She holds a bachelor’s degree oversees the distribution of products currently serves as executive partner of
in social welfare and a J.D., both from through approximately 10,000 licensed the firm’s Washington, D.C., Northern
the University of Wisconsin. agents in the United States. Before join- Virginia and Bethesda, Md. offices.
Exelon Corporation is one of the ing New York Life as a senior vice presi- Nesbitt serves as a board member of
nation’s largest electric utilities, with dent and assistant to the chairman in Street Law, Inc., and is a member of the
approximately 5.2 million customers 2001, he was commissioner of the Law Firm Pro Bono Project Advisory
and more than $15 billion in annual Kentucky Department of Insurance. Committee, Pro Bono Institute.
revenues. Exelon is headquartered in Nichols received a master’s degree “La Fonte is an outstanding attor-
Chicago and trades on the NYSE under from the University of Louisville and a ney whose leadership, professional excel-
the ticker EXC. bachelor’s degree from Western lence and commitment to community
Kentucky University. highly qualify him for this well deserved
New York Life Insurance Company, recognition,” said Holland & Knight’s
a FORTUNE 100 company founded in Managing Partner Howell W. Melton, Jr.
1845, is the largest mutual life insurance “His contributions have enriched our

firm, the community, and the legal Cleveland was recently
profession. We congratulate him on this honored by The
great achievement.” National Association of
The Minority Business & Profes- Black Accountants Inc.
sionals Network is an award-winning (NABA) with the
organization founded in 1997, with over “Walking the Road Less
2,000 members and a database of over Traveled” award at the
20,000 minority businesses and 35th Annual National
organizations. Its mission is to assist Convention &
and promote the interests of African Diversity Expo. The
American, Asian American, Native award is presented
American and Hispanic American annually to one formal-
entrepreneurs. ly educated and trained
Holland & Knight is a global law accountant who applies
From left to right: Gwendolyn Skillern, CPA, president elect,
firm with more than 1,150 lawyers in 17 their expertise outside NABA; Olivia Brown, hotel manager, InterContinental
U.S. offices. Other offices around the of the traditional Suites Cleveland and Cleveland Clinic Guest House; Norman
world are located in Mexico City, Tokyo accounting industry and is K. Jenkins, CPA, national president & CEO, NABA.
and Beijing, with representative offices active in professional com-
in Caracas, Helsinki and Tel Aviv. The munity organizations. The
firm’s Web site is www.hklaw.com. nomination by her peers
for this award also recog-
InterContinental Hotels’ Olivia nizes Brown’s creativity, dedication and 140 hotels worldwide and 45 hotels in
vision of individuals and businesses that the Americas region. For the latest news
Brown Honored by NABA contribute to the accounting profession. from InterContinental Hotels Group,
ATLANTA – Hotel Manager Olivia InterContinental hotels are located visit the company’s online press office at
Brown of the InterContinental Suites in more than 60 countries, operating www.ihgplc.com/media.

PepsiCo’s Steve Reinemund to As the fifth CEO in PepsiCo’s 41-year “One of the three strategic priorities
history, she brings vast and unique skills that I’ve focused on this year is company
Retire as Chairman in May, to the job. She has directed the company’s leadership. While I knew we were fortunate
2007 / Board of Directors global strategy for over a decade and was to have outstanding leaders driving our
Appoints Indra K. Nooyi as the primary architect of PepsiCo’s operations around the world, I also
Chief Executive Officer restructuring, including the divestiture determined that our turnaround effort
of its restaurants into the successful required the additional skills of
Effective October 1, 2006 YUM! Brands, Inc., the spin-off and an executive who has led a major manu-
PURCHASE, N.Y. – public offering of company-owned bot- facturing enterprise through such
PepsiCo announced tling operations into anchor bottler challenges before,” Bill Ford wrote in
today that Steve Pepsi Bottling Group (PBG), acquiring an email to Ford employees.
Reinemund, 58, Tropicana, and the merger with Quaker “That’s why I’m very pleased to
chairman and Oats that brought the vital Quaker and announce that Alan Mulally, who turned
CEO, will retire Gatorade businesses to PepsiCo. around the Commercial Airplanes
next May. “After 22 Speaking for the board, Mr. Allen division of The Boeing Company, will
years with PepsiCo, said, “We are exceedingly fortunate to become our president and CEO, effective
more than five of have a leader of Indra’s caliber, vision immediately. Alan has deep experience
them as chairman and experience take the helm. She has in customer satisfaction, manufacturing,
and CEO, I have decided that my family been instrumental to PepsiCo’s solid supplier relations and labor relations.
is entitled to more time from me than direction and ongoing success and has He also has the personality and team-
the responsibilities and obligations of the complete endorsement and support building skills that will help guide our
continuing as PepsiCo’s CEO requires of the board. We have seen the difference Company in the right direction.”
and deserves,” said Mr. Reinemund. “It that Indra has made on the business and Bill Ford, who said he would
was, in many respects, the toughest and the people, and we look forward to remain “extremely active” in the business,
easiest decision of my life.” working even more closely with her to praised Mulally as “an outstanding leader
The Board has elected Indra K. usher in the next generation of dramatic and a man of great character.” He noted
Nooyi, 50, as CEO effective October 1, growth and advancement that has been a that Mulally had applied many of the
2006. Mr. Reinemund will serve as hallmark of PepsiCo since its founding.” lessons from Ford’s success in developing
Executive Chairman of PepsiCo and will PepsiCo is one of the world’s largest the Taurus to Boeing’s creation of the
continue to serve as a member of the food and beverage companies, with annual revolutionary Boeing 777 airliner. That
board of directors until his retirement in revenues of $33 billion. Its principal busi- experience, chronicled in the book,
May, 2007. nesses include Frito-Lay snacks, Pepsi- Working Together, by James P. Lewis, tells
In addition, PepsiCo also Cola beverages, Gatorade sports drinks, how the leadership principles Mulally
announced that Ms. Nooyi’s current Tropicana juices and Quaker foods. Its learned from Ford and developed at
responsibilities will be divided between portfolio includes 17 brands that generate Boeing may be applied to other businesses.
two PepsiCo veterans. Richard $1 billion or more each in annual sales. Mulally, 61, has spent 37 years at
Goodman, 57, who has 12 years of service The Boeing Company, most recently as
with the company and is currently CFO Ford Names Boeing’s Alan executive vice president. In addition,
of PepsiCo International, will assume he has also been president and CEO of
the position of CFO for the corporation. Mulally President & CEO; Boeing Commercial Airplanes since 2001.
Hugh F. Johnston, 44, currently senior Bill Ford is Executive Chairman In that position he was responsible for all
vice president, transformation, has been DEARBORN, of the company’s commercial airplane
promoted to the newly created position Mich. – Ford programs and related services, which in
of executive vice president, operations, Motor Company 2005 generated record orders for new
and will add global procurement and (NYSE: F) business and sales of more than $22.6
information technology to his responsi- announced today billion. Mulally was named president
bilities. Mr. Johnston has worked at that it has elected of Commercial Airplanes in September
PepsiCo for 17 years. Both executives Alan Mulally as 1998. The responsibility of chief
will report to Ms. Nooyi. president and chief executive officer for the business unit
Ms. Nooyi joined the $33 billion executive officer. was added in March 2001.
global convenient foods and beverages He has also been elected to the board of Prior to his current position, Mulally
company in 1994, serving as president directors. served as president of Boeing Information,
and CFO since 2001, when she was also Bill Ford will continue his duties as Space & Defense Systems and senior
named to PepsiCo’s board of directors. executive chairman. vice president of The Boeing Company.
Profiles in Diversity Journal September/October 2006 15

Burger King Corporation
Honors Minority
Suppliers with
Prestigious Supplier
of the Year Award
Burger King Corporation and
its purchasing cooperative,
Restaurant Services, Inc. (RSI),
have honored Integrated Control
Corporation and Clipper
Corporation with the prestigious
BKC-RSI 2006 Supplier of the CLIPPER CORPORATION: Left to right: Barry Woon, Clipper Corporation, vice president, operations;
Year Award. The companies are Javier Rodriguez, Restaurant Services, Inc. (RSI), director, equipment and facilities purchasing; Lina Hu,
among only seven distinguished Clipper Corporation, CEO and president; George Hoffman, RSI, CEO; Monica Juhl, Clipper
Corporation, executive account manager; John Newcomb, RSI, chairman; Denny Post, Burger King
honorees nationwide, each of
Corporation, senior vice president and chief concept officer; Jim Hyatt, Burger King Corporation, chief
which were selected based on operations officer.
their impressive track record and
their unwavering commitment
to teamwork, dedication and
excellence.
This is the second
consecutive year that Clipper
Corporation has received this
honor as an outstanding
supplier. In presenting the award
to Clipper, Javier Rodriguez, RSI
director of equipment and facili-
ties purchasing, said, “This is a
company that distinguishes itself
from others with competitive and
proactive service that is unparal-
leled in the restaurant uniform INTEGRATED CONTROL CORPORATION: Left to right: Javier Rodriguez, Restaurant Services, Inc.
industry.” (RSI), director, equipment and facilities purchasing; Roberta Salerno, Integrated Control Corporation,
Rodriguez also recognized CEO and president; George Hoffman, RSI, CEO; Mark Salerno, Integrated Control Corporation, chief
Integrated Control Corporation technology officer; John Newcomb, RSI, chairman; Phil Salerno, Integrated Control Corporation,
for providing a range of national sales manager; Denny Post, Burger King Corporation, senior vice president and chief concept
timers and controls for a variety officer; Jim Hyatt, Burger King Corporation, chief operations officer.
of Burger King-approved
equipment.
“Integrated Control’s achievements nation’s largest hospitality providers. The and technologies for the food service
have been marked by high quality tech- company began its relationship with industry. These products are designed
nology innovations, quick delivery and Burger King in 1996, initially providing for non-technical personnel that enable
creative applications,” said Rodriguez. caps and visors to restaurants for the operators to control complex equipment
“As a global brand Burger King company’s newly implemented uniform and processes with less error. Founded
Corporation is committed to maintain- program. Clipper Corporation has since in 1987, the company has worked in
ing a diverse portfolio of suppliers,” expanded operations to include addi- such diverse OEM markets as fitness,
said Cirabel Lardizabal Olson, director, tional uniform items, such as knit and automotive, health, vision, medical,
diversity and multicultural relations. woven shirts, manager ties and scarves. process and food to name a few.
Clipper Corporation has distinguished Integrated Control is a designer,
itself as a major supplier to many of the manufacturer and marketer of products PDJ

Special Feature Waste Management
Waste Management President and Chief Operating Officer

Larry O’Donnell sees diversity and inclusion as dynamic
components of a successful business mix. Here’s how his
company has grown into that philosophy, and a look at the
diversity legacy he’s building into the organization.
L
arry O’Donnell pulls no punches when talking about Waste Management, himself,
or diversity . . . and how each intersects at his company, which is now looking
ahead to daunting growth challenges in an increasingly
complex North American society.
“I came on board at Waste Management when
things were simply a mess. At the end of 1999, the WASTE MANAGEMENT IS THE NATION’S
company was coming out of accounting scandals and a LARGEST WASTE SERVICES PROVIDER, WITH
severely damaged reputation on Wall Street and among REVENUES OF $13 BILLION IN 2005. AS A
FORTUNE 200 COMPANY, WASTE MANAGEMENT

the investment community—the full nightmare deal.
IS A FINANCIALLY DRIVEN AND PEOPLE INTEN-
I was the second person hired into the new leadership
SIVE ORGANIZATION, WITH MORE THAN 50,000
group, right after the board of directors brought on the EMPLOYEES INVOLVED IN ENVIRONMENTAL
new chairman, president and CEO, Maury Myers, to SERVICES IN THE UNITED STATES AND CANADA.

Larry O’Donnell President and Chief Operating Officer
“We wanted to create

a business where
people had pride and
their contributions
were valued. And
we wanted that pride
to shine from the
inside out, in every
nook and cranny of
the organization.”
Larry O’Donnell, a “hard core” yet good-humored University of Texas fan,

accepts his jersey from his WM managment team after an Ohio State game.
turn the company around. There were ship with our shareholders, employees, ness where people had pride and their
problems everywhere we turned. For too customers and communities. contributions were valued. And we wanted
many days and nights in a row, we “Maury phrased it simply and suc- that pride to shine from the inside
addressed a nonstop list of difficulties cinctly in our leadership meetings: Build out, in every nook and cranny of the
that could sink the company,” says an operating platform for Waste organization.”
O’Donnell. Management where people believe in the A significant part of bridging from a
“But even in that frantic environ- company’s leadership, business direction, revitalized, refocused business approach
ment—and maybe especially because it and financial strength, and create a to a vibrantly diverse company had to do
was such a challenging time—we agreed culture where we will operate ethically with what Larry O’Donnell experienced
with extreme clarity on a few key ideas. without question in everything we do in personally along his path to the President
We wanted these to become the core running our business. and COO position.
understandings of the business we were “As we put together the road map
rebuilding. Remember, we had a crisis of for Waste Management to arise out of the
confidence with virtually all of our stake- crisis as the industry leader, frankly, A personal journey
I
holders. So it was clear to us that the core diversity was not on the target list per se. “ ’ve never thought about what we are
foundation of our plan had to be demon- What we did have was a management doing at Waste Management as a
strating integrity, rebuilding trust and philosophy clearly linked to a focus diversity initiative or something separate
growing a credible, meaningful relation- on people. We wanted to create a busi- from everything else,” says O’Donnell. “It

is just the way I approach things, I
think, because of the value I place on
individuals and the importance of
teaming together. And I have that view
because of my own personal journey in life. “When I ask people to give me feedback on how we can continue to improve our
company, which I often do,” confides Waste Management President and COO
“I believe diversity has to be lived, Larry O’Donnell, “I’m sometimes surprised with the vigorous replies I get. People
not just observed. How I think and act aren’t afraid to give you their opinions if you just ask. Sometimes what they have
to say is fairly direct, or even critical, but that’s good. The only way we are
today reflects how I grew up and the going to continue to improve is to have a culture in which people feel like they
values my father instilled in me. My can speak up, and are willing to bring forward the issues that they feel are
important.”
family had a construction and real
Known in the company for early morning garage visits and other hands-on
estate business, started by my grandfa- touches, O’Donnell finds that most employees appreciate his approach to work.
“‘Be bright, be brief, get going!’ is what one person played back to me. I thought
ther, and my dad made sure I learned
that was pretty condensed, but it’s really right on the money. We want great
to contribute early on. I was in the sec- ideas, presented with tight and clear arguments; to engage in a dialog, make a
decision and communicate expectations; and then we want to execute quickly.
ond grade when I had my first ‘job’
“I’m a great believer in modeling behavior. So I engage myself with many
with him. I began by dusting rows of people throughout the organization; it’s what I hope others do, too. Really listen
shelves, sweeping the floors and to what people say, and learn from it. Everything you gain helps in building the
diverse teams we need to address the challenging propositions in the market-
restocking the trucks, and later I place today. And attracting people with varied backgrounds, cultures and ways of
worked on the construction crews. So I thinking helps us see situations through the eyes of the customers and
employees we have today.
worked with lots of people who acted
“People tell me I’m also a ‘look-you-in-the-eyes’ communicator. I like to talk
and looked different than my own fami- one-on-one with everyone I meet. There’s nothing better than engaging in a direct
and clear exchange with another person to reach common ground. And, when
ly. We worked side-by-side, shoulder-to-
there are differences of opinion, being up-front helps people respect your point of
shoulder. It was no big deal to share view. It’s what I try to do, and what I want others to do with me.
lunches, stories and jokes. We all took “‘Your world isn’t everyone’s world’: That’s an important life and style lesson
that I learned early and try to pass on to our next generation of managers.”
a drink from the same water jug. That’s

“With Larry as our most

vocal coach, we started from
a simple perspective of
identifying vulnerabilities
and opportunities.”
Carlton Yearwood, chief ethics and diversity officer
“When you spend time just the way it was around our place. who were truly different from each
“Later on, when I was a senior in other. The crafts were like that. Each
with and work with a high school, my dad singled out a spe- seemed to draw talent from a particu-
cial work assignment for me. He gave lar community, with their own values,
variety of people every
me the job of finishing construction on language and work ethic.
day, you begin to see five houses that were nearing comple- “So really, early in my work life, I
tion. He told me, ‘Learn the job and saw that people could make or break
there is an amazingly learn the people.’ It was a challenge I your business, and that learning how to
never forgot. move a team of varied, talented people

rich variety to the ways
“I had to figure out how to put toward a single, common goal was cru-
you can look at getting together, motivate and manage work cial to being successful.
teams that did different things— “I found out that our customers
things done.”
plumbing, cement work, carpentry, were different, too. Each of the soon-to-
Larry O’Donnell cabinetry—and that had tradespeople be owners of the homes we were build-

Larry O’Donnell insists on bringing

ing was as unlike the other as could be. work with a variety of people every day,
varied Waste Management
I learned quickly that your business you begin to see there is an amazingly employees together to cultivate a
corporate culture of hearing,
needs to understand and respond to rich variety to the ways you can look at
learning and considering a range
who your customers really are, not to getting things done. of perspectives on business issues.
who you might think they are. “I really saw the value of hearing
“So at key stages in my life, I had and learning and considering other
the opportunity to spend a lot of time people’s perspectives on a wide variety
with people who viewed things differ- of things, from politics, to the way to
ently than me—people who came from run a business, to what you might do for
backgrounds that were well away from weekend fun. All of that’s really shaped
my own. I quickly saw that the world the way I relate to people now, and to
‘out there’ is really different from what how I expect WM to operate.”
you might experience in your own fam-
ily. When you spend time with and

Events throughout the year Diversity: ness. We want to reach a point where,
bring Waste Management
a core component frankly, diversity and inclusion are
employees together to meet
each other, share thoughts, of Waste Management’s thought about as the people strategy to
be recognized and network
operating platform achieve breakthrough performance and
more effectively when back
extraordinary results, and not merely as
W
on the job. Above, Mary Kay “ hat we are consciously trying
Runyan, vice president, fleet to do,” says Carlton Year- overlays; not as separate functions. We
and logistics (second from
wood, Waste Management’s chief ethics want diversity and inclusion to simply
left) joins the stage with
Larry O’Donnell to recognize and diversity officer, “is to ‘operationalize’ be here, to be an unquestioned and
the key group of fleet
diversity into everything we do. I know inherent part of everything we do.”
operation leaders.
that word may sound like just more Yearwood, who was hired into
business jargon. But to our team here, it Waste Management’s leadership in
carries a powerful message. It means that 2002, has taken a key role in catalyzing
we’re carrying forward Larry’s notions of actions across the organization. “In the
diverse people working together produc- past few years,” he observes, “we’ve
tively, of recognizing individuals and moved ahead with some good strides in
their integrity, of communicating expec- building a diversity and inclusion infra-
tations clearly into the soul of our busi- structure. Our core includes a code

Senior Vice President, Southern Group,

Dave Hopkins with Market Area General
Manager Denise Gretz.
of conduct, a best practice measurement
and engagement process, targeted train-
ing, emerging diversity councils, and
network groups that will stretch across
the company, and outreach and partner-
ship with national diversity groups.
“With Larry as our most vocal
coach, we started from a simple perspec- “If you want to understand Waste Management’s embrace of a positive diversity
philosophy, all you need to know is demographics.” That’s the word from Dave
tive of identifying vulnerabilities and
Hopkins, senior vice president, Southern Group. “We are in a race against
opportunities. Really basic nuts and trends that are reshaping the business markets drastically and fairly quickly.”
bolts. But right from the start, we And that’s what Waste Management does internally: help its people under-
pledged to take a systems approach, stand the demographic trends overlapping the enterprise. “We usually start
with a small group presentation on how the population and society are chang-
looking at many things at the same time.
ing in our local market area. Inevitably, people see a need to change the way
We viewed our behavior from the per- we did business in the past to help us adapt to the changes around us. Minority
spectives of a FORTUNE 200 company, populations are increasing quickly and substantially. The demographics of our
workers and our customers are changing. There is a significant age shift
of a major federal contractor, of a com-
upward. In many areas, it is absolutely necessary to be able to communicate in
munity citizen, and of a talented person multiple languages. It’s vital that all our people come to understand this and
who we would want to work with us. We the implications.
thought about our reputation and what “It is awfully important that our employee composition matches our cus-
tomer base. It’s difficult to serve customers if you don’t understand their
we must do to make careers with us attrac-
needs, sympathize with their wants, and present a familiar and friendly face in
tive to the many people we need to hire. interactions,” Hopkins adds. “We have a measurement system from our diversity
group that provides us feedback on a quarterly basis of how well we are doing.
It’s great.
Understanding, shaping
“With the evaluation system in place and our people challenging us to
processes
improve, I think we’re showing substantially better results already in recruiting,
W
“ hen you look at our company
training and retaining an employee population more in tune with the changing
right now,” says O’Donnell, demographic profile we see.”

“At Waste Management, we seek out a

diverse workforce for both apparent and
hidden assets. You often don’t know what
people can do until they have the chance
and the motivation. Letting every individual
contribute to the best of her or his ability
leads to surprising results.”
David Steiner, CEO
“you see a leadership team wrestling out a diverse workforce for both apparent locks us in on five stakeholder groups or
mightily to understand people as cus- and hidden assets. You often don’t know areas absolutely vital to our future: cus-
tomers and as employees, to shape what people can do until they have the tomers, employees, environment, com-
processes to meet diverse expectations chance and the motivation. Letting every munity and shareholders. It directs the
and needs, and to work as a team singu- individual contribute to the best of her way we build relationships with them. It
larly focused on letting each of our or his ability leads to surprising results. helps us understand the powerful societal
people contribute their best toward being I found that out clearly during a recent trends that are shaping our business envi-
a successful local enterprise.” Waste Management team-building ronment. And it allows us to replicate
“In my role,” said Waste exercise. That’s why building effective local team-focused initiatives from coast-
Management CEO David Steiner, “I aim teams—and having the personal know- to-coast.”
the company toward a future horizon how to do so—is such an important A particularly good illustration of
with a vision and a structured plan of business tool today. It’s one we are culti- Waste Management’s style shows in the
how to get there. But more than ever vating all across our Waste Management company’s “Think GREEN” initiative.
before, I see that executing flawlessly on organization.” The theme captures the company’s self-
that plan means acquiring and combin- Larry O’Donnell agrees. “We believe determined responsibility to use its people,
ing skills and assets in a team that is in the systems approach and the business strengths, talents and technologies to better
singularly focused on getting the job platform we have today,” said O’Donnell. the communities it serves. It is communi-
done. At Waste Management, we seek “Our formal strategic business framework cated internally pervasively, including an

effort that aligns a goal with each letter of
the word GREEN.

Great Operations
On the larger external scale, virtually
every market area for Waste Management Respected Brand

today reflects an operating philosophy built on
today’s people and markets that fully incorpo- Empowered Employees

rates diversity and inclusion. About 25 percent
of Waste Management revenues come from Engaged Customers

urban areas where minorities are the majority
right now. And the shrinking U.S. labor pool

Neighbors of Each Other and Our Environment
will soon grow to be more than 30 percent
Hispanic, African American and Asian Pacific.
Operating regions that clearly
illustrate this market mix for Waste
Management today are the West Coast, market area operations, located in Waste
“Let’s be honest, we
the Southwest and Florida. Each has Management’s Western Group, were
an overlapping mix of ethnicities, plagued with faults and deficiencies that have to find a way to
lifestyles, customer needs and business seemed to defy solution. There were
have people of different
expectations. never enough drivers for routes. Many
“Let’s be honest,” says O’Donnell, were late for work, or frequently absent. races and genders, with
“we have to find a way to have people of Customer service suffered. Local man-
different ideas and
different races and genders, with different agers felt constantly under pressure.
ideas and approaches, all drive to com- Not a good situation for employees or approaches, all drive
mon successful solutions. Otherwise, customers.
to common successful
we’re going to fall flat on our face as a “Our approach is to first seek to
business. It’s that simple. Fortunately, I understand our people and their solutions. Otherwise,
believe there’s a lot to point to these days problems,” explains Duane Woods,
we’re going to fall flat
that shows how much better we under- senior vice president for the Western
stand these dynamics and how we’ve Group, “so we hosted a series of meetings, on our face as a
shaped our behavior as managers and with both drivers and managers. We
business. It’s that
leaders accordingly.” asked questions, and we listened.
As one illustration, the San Diego Managers went on route rides to observe simple.” Larry O’Donnell

“To relate well in this part of the U.S., we have to be experts in

Creole cultures and languages, something that reflects
the people who come here from the island countries of the
Caribbean.” J.C. Casagrande, market area vice president, South Florida
actual market conditions. Then a team quickly and markedly reduced, and there are the relatively prosperous ranch-
formed to look carefully at other work customer satisfaction soared.” ers and farmers. There are Native
processes and how managers communi- Solving the Western Group’s prob- American tribes. And there are distinct
cated with frontline workers. lem taught Waste Management a lot, urban centers, with sophisticated urban
“The facts we found amazed us. according to Woods. “We find a lack of needs and concerns. Overlaid on this, it’s
Drivers were difficult to attract because understanding of different cultures at the an entirely bilingual area, with a good
none could afford to live in the work area. root of a lot of business tensions,” he number of local dialects thrown in for
They were late because they had to drive observed. “If you can move to a state good measure.
almost unimaginable distances to get to where everyone involved shares a com- “To operate a Waste Management
their assignments. What people were mon understanding, if not a common facility there successfully, you need to be
labeling as ‘bad attitude’ was really a lack ground, solutions are fairly straightfor- sympathetic to different issues, and you
of communication between people who ward. Our business today places a pre- need to be able to engage with many dif-
did not share the same language. mium on communicating in terms all ferent cultures.”
“So a team that drew from local peo- people understand and can respond to.”
ple came together to devise solutions. It Commenting on differences among Meeting the challenge
recommended putting bilingual route customer groups, Woods offers New in South Florida
A
managers in place. Appropriate training Mexico as an interesting example. “Waste nother market area with great
was created. They developed a van pool- Management’s Western Group is an oper- cultural challenge is South Florida.
ing arrangement so people did not have ating area with distinct sub-cultures, and With more than 1,300 Waste Management
to drive to work individually. Everything we have to understand them all to pro- employees serving an area stretching from
was communicated clearly in terms the vide good service. There are agrarian Ft. Lauderdale to Miami, the daily
drivers could understand. Turnover was groups, almost subsistence living. Then hurdles to business operations are many.

“We’re trilingual, not bilingual,”
explains J.C. Casagrande, Waste Man-
agement’s market area vice president,
South Florida. “To relate well in this part

“You know, diversity is just a big part of who I am, of doing what I do,” explains
of the U.S., we have to be experts in J.C. Casagrande, market area vice president. “I’m a displaced New Yorker here
Creole cultures and languages, some- in South Florida, so my background is a great, big melting pot of cultures, tastes
and languages. In fact, my grandparents were Ellis Island immigrants, and
thing that reflects the people who come I remember how important, and sometimes how painfully difficult, it was for my
here from the island countries of the grandfather to find personal respect and dignity in the work he did.
Caribbean. That’s in addition to under- “My approach to life is shaped by what I saw my grandparents go
through, no question about it. We have an amazing mix of people here in
standing and speaking Spanish and Florida. Many are fairly new to our country, and are trying their best to make
English, too.” it all work. My view is simple: If you can do the job and have a positive atti-
tude, you’re part of my team for a long time.
“One big challenge in South Florida
“What I try to do is lead by example. I believe everyone deserves respect
is maintaining a great workforce. There’s as an individual person, no matter what background. I believe, too, that each
only three percent unemployment here, person has an inherent dignity, and you acknowledge that primarily in the
ways you communicate. Because of the vast geography I cover, I’ve become
and we compete with the travel and
an email and voicemail person—it’s the ‘new technology’ open door policy.
leisure market for essentially the same I try to quickly respond to whoever sends me a message. But I never forget
people. Success comes with showing that face-to-face communication is also important.
“We’re blessed in South Florida to have so many quality people from so
clearly that diversity is simply a part of
many different cultures. What happens is that the right people find the right
WM in Florida, that inclusiveness is not positions Waste Management has in this operating region. It’s absolutely
an add-on, but how we do business here. essential that customers feel comfortable in their relationship with you,
to build the trust you need as a business. We can build that trust each day
“We move a lot of people through because of the effort we put in to matching our people with the cultures
excellent training here, and will continue in the community.”

O’Donnell’s penchant for building

relationships routinely engages him in
meetings and other events where he
helps to ensure that senior leadership
is aware of what matters are on the
minds of employees throughout the
organization. Shown here, Larry
O’Donnell enjoys a moment with
Erica Siverson, director of employee
and customer engagement.
to do so. Especially with the population
base in South Florida, it’s important to
elevate education on many fronts. It’s an
investment in our own business.
“I try to lead by respecting what our
customers and employees respect. That
means expanding your view not only of
how work gets done but also of highly People continue sive teams and get people working produc-
personal things like holidays, beliefs and as the center point tively together to accomplish the same
“The center point is people,” says goal. That is what I find most exciting
family relationships.
O’Donnell. “Processes, programs and and gratifying: collecting different skills
“My view is that it’s all about
philosophies are the add-ons, but unless and perspectives to solve a problem or
establishing a sense of understanding and
people are positively touched and make the most of an opportunity.
fairness with customers as well as employ-
engaged, all the action is without much “At the same time, I tell my people
ees. It’s important that we have shared
meaning. that I can’t do it alone. In fact, I won’t do
trust. That’s my operating philosophy
“I’ve always considered myself a it alone.”
in action; that’s how I see Waste
people person,” he adds, “and I encour- “Yes, Larry makes his position very
Management approaching diversity as an
age everyone on the Waste Management clear wherever he goes,” observes
opportunity on all fronts.”
team to be the same. I like to build cohe- Stephanie Valdez, human resources vice

“Larry makes his
position very clear
wherever he goes.
He’s shown us that
when you bring a
diverse group of people

“We try on many fronts to engage our people locally around diversity,” says
Stephanie Valdez, human resources vice president, “and that certainly
together, treat them includes everyone in local leadership. As a human resource professional, I’ve
seen the role of leadership become increasingly more complex. The target-
with respect and ed, focused training we do on diversity highlights the relevancies in each
market area and draws on the commonalities we need across the company.
That translates to nuanced leadership that’s right for each of our groups.
communicate well with
“For example, our Women’s Professional Network is present in each of
our market areas. Here in Phoenix, we’re planning two big events this year
everybody, you can as a way to tell women that we care about them, their aspirations and their
future with us.
really make some “I also do a lot of team and individual counseling as part of my job. It’s
important to learn to be a good coach at Waste Management because team-
work is one of our top corporate values. So I encourage people to look to the
progress on hairy team for answers, to find ways to become a valued part of the group.
“Personally, I advise people at the company to learn to see outside

issues.” themselves and the company, to connect the right dots even if they go into
the margins. You have to understand the full complexity of your environment
Stephanie Valdez, and the agendas of the people involved to really see through to solutions. In
human resources vice president our business environment today, you just cannot overestimate the skills you
need to manage appropriately around different cultures.”

“What Larry’s taught us

all to do, through his
behavior, is to better
understand our people
through the looking
glass of the culture
in the communities
we serve.”
Senior Vice President Duane Woods
with Human Resource Vice President
Jenny Gumm.
president. “He’s shown female. “We’re losing as a company if we
us that when you bring don’t have women and minorities at the
a diverse group of peo- table to help us have a richness of discus-
ple together, treat them sion about issues to make us a stronger
with respect, and com- company,” says O’Donnell. “While we
municate well with have made tremendous progress, we still
everybody, you can real- have lots of work to do. We have to
ly make some progress attract even more minorities and females
on hairy issues. He’s into our business and our
really helped us advance management ranks.”
the cause of diversity “An important element we are
and inclusion in the adding,” says Yearwood, “is a program of

O’Donnell often finds his people-
focused style of management leads daily work we do. He’s demanded that women and minority professional
to candid assessments of his own
the leadership team across the company networks (MPNs). As we do with all
performance, which he uses to refine
his own approach to business does what he does—engages managers business initiatives, we are taking a
opportunities. He is shown here around important issues, clearly outlines systems approach here, and have been
with Jose Flores, manager of safety
operations. an action plan, communicates results.” meticulously planning the launch for
Waste Management’s workforce is some time.” Waste Management sees
38 percent minority and only 14 percent MPNs as a crucial step, but one fraught
female. Among managers, the profile is with sensitive issues. “By recognizing that
17 percent minority and 15 percent people have a need to belong, we hope to

inspire them. But we don’t want anyone
to have the feeling of being singled out
for attention in the process,” explains “Exclusion carries a sharp sting,” observes Director of Corporate
Communications Carrie Griffiths, “and just about everyone feels that pain at
Yearwood. To encourage the engage- some point during their career. It might be having an idea ignored. Or not
being invited to a group outing. But it’s important to realize these things
ment of minority managers around the
happen, to learn and to keep charging ahead. Sharing that understanding is
country, Prof. Chris Metzler of Cornell one of the many benefits of our Women’s Professional Network.”
Waste Management’s Women’s Professional Network (WPN) is working to
University’s School of Industrial and
expand its network to include more women at the company. Designed to help
Labor Relations is working closely women professionals build relationships and increase their visibility, WPN
targets the companywide success of women to positively affect company goals.
with the company on the design, intro- Involving leadership from all geographic areas, WPN is an inclusive network
duction and implementation of the that provides a range of opportunities for personal and professional growth.
“Our WPN is a way to channel the collective wisdom of Waste
program.
Management’s diverse women,” adds Griffiths. “Things like negotiating a
This and other initiatives comple- raise, creating a presentation and handling a conflict are all fair game. And the
highly visible support the company gives WPN carries a strong message to
ment O’Donnell’s personal style. “I women that we’re serious about helping each person achieve her full potential.”
make it a point to spend a lot of time in Corporate funding for WPN includes money, time and personal involve-
ment. This substantial investment supports an array of meetings, events and
the field, working directly with people communications at the local level, as well as occasions when it all comes
at all levels,” he says. “Some of the best together corporately. For example, national leadership meetings now bring
together the WPN and Minority Professional Networks where, over several
conversations I’ve had are in garages days, there’s in-depth discussion of business initiatives. Altogether, the
stream of activities is accessible, varied and pertinent.
before the sun comes up. People ask me,
“WPN’s goal is to accelerate women’s professional development and make
‘Why do you do that, Larry? Don’t you women more visible to senior management. And we know how important it is
waste a lot of time?’ I tell everyone it’s to link that to the business and profitability. But what’s even more satisfying
is understanding that Waste Management really wants to embed a sense of
the best use of time I can think of. I inclusion in our company.”

Through roundtables and other

participatory gatherings, Waste
Management encourages growing
learn a heck of a lot about what’s working and we used the occasion to talk about
both formal and informal networks,
extending through all levels of the and what’s not. And I meet loads of how processes have improved. We didn’t
company. For board member Pastora people who are ready to move on to other think much about how to advance a
San Juan Cafferty and Senior Vice
President Barry Caldwell (bottom positions in our company. You have to diverse employee population not so long
right), full participation is an make the effort to spend lots of time with ago. Now it’s among the first things our
expected leadership behavior.
people, and not just look at their ‘per- people consider.”
formance scorecard.’ You have to dig Duane Woods, senior vice president,
deeper than that. puts another view on the table. “What
“Local visits with office teams also let Larry’s taught us all to do, through his
me personalize and further embed our behavior, is to better understand our peo-
diversity philosophy. At one meeting, a ple through the looking glass of the cul-
senior manager talked about a personnel ture in the communities we serve. He’s
change that was planned, asking the sensitizing leaders to understanding dif-
group for candidates. I was pleased to see ferent values, to helping us gauge the dif-
that there were women being considered, ferences among people.”

Always more to do
I
believe some really good things
have crystallized in my time with
Waste Management. As much as I
can right now, I consider that to be a
good legacy to grow on,” observes
O’Donnell. “But we do have some
notable things yet to do.”
“For one, we need to continue

“I’m on six corporate boards,” says Jack Pope, chairman of Waste
to refine and edit our systems Management’s board of directors, “and each one focuses quite intently on
approach in business. I’m a great maximizing shareholder return through ethical behavior.
believer that our own people can “Encouraging management to provide an ethical, inclusive environment
help us find the solutions to making is one of the most important things a board can do, I believe. It drives instantly
to attracting and retaining the best possible talent, the very lifeblood of every
us a better company. You just have to
business.
engage them and listen to them, look
“It’s essential that any board ‘walk the talk’ on diversity and inclusion. At
for best practices that already exist,
Waste Management today, the outside board is 25 percent minority and 13 percent
develop a plan, communicate the female, and we always are looking for ways to improve our performance.
plan and expectations, and then “An important thing to remember is that a board’s role is oversight—the
execute it. We see that, I hope, in company’s management is responsible for actually reaching business goals,
much of what we do in diversity— and that includes diversity and inclusion as well. As chairman of the board,
I’m pleased to note that Waste Management’s leaders have no debate on this
addressing specific challenges, letting
subject. They pick up accountability readily. I’m confident with manage-
the best solutions rise to the top, ment’s direction, and can keep my finger on the ‘diversity pulse’ through
and then sharing success across the periodic reports on Waste Management’s progress, both on ethics and
diversity. This clarity and specificity of communication to the board and
company.
to business leaders is invaluable.”

Looking at all that’s happened during

Larry O’Donnell’s tenure at Waste Management,
• A systems approach to identifying business problems and

opportunities works harmoniously to advance diversity.
• The complex interactions of today’s business world, workplace

and workforce, clearly lead to solutions best drawn from a
framework of diversity.
• Company leadership must be visibly engaged around every

aspect of diversity.
• Clear, concise, frequent and open communication provides an

essential framework for increasing understanding in today’s
diverse environment.
• Knowing how to identify, build, motivate and reward teams that

bring together the assets of differing skill sets, perspectives
and opinions is essential to business success.
“I’m also very interested in attracting networking diversity and inclusion at frequently, thanks in large measure to the
and keeping women and minority Waste Management. I am very engaged many ways it is embedded in the enterprise.
individuals in our market area general with our Women’s Professional Network “The board’s attention is always to
manager jobs. These positions are the key (WPN), and I want to expand that into maximize shareholder value,” says Pope,
leadership positions of the company. I’m other networks to help us attract and “and the people implications of that view
convinced as well that we need to focus grow our talent.” are the most important thing we do.
on building diversity into our field What has happened to diversity People are truly the most valuable
positions—route managers and district at Waste Management under Larry asset any company has. With the
managers—so we have a pipeline of O’Donnell’s tenure has attracted the portfolio of activities and philosophy
talent for our leadership level. attention of the company’s board, in Waste Management has evolved, we have
“And I want to participate more quite a positive way. Chairman Jack Pope ample evidence that a diverse company is
in communicating the importance of notes that the directors discuss diversity a stronger company.”
PDJ

Raymond T. Roe, president, Adecco Group North America,
and Lois Cooper at Adecco’s North American Headquarters.
Lois Cooper, vice president, employee relations and diversity at
Adecco, lets us glimpse the diversity efforts of this giant among
temporary staffing companies.
GLOBAL / MARKET / INDUSTRY ISSUES
Describe Adecco’s global presence:
Our global headquarters are in Zurich, Switzerland. We are the largest staffing company worldwide with 6,600
offices in 70 countries. We employ 33,000 colleagues worldwide and nearly 700,000 temporary employees on
a daily basis. We also employ 3,400 U.S.
colleagues and approximately 130,000 tempo-
rary employees each week in the United States.
Please give us your definition

of diversity and inclusion, as it
relates to the efforts within your
organization.
Diversity means valuing our similarities and dif-
ferences. Inclusion means inviting all colleagues
to contribute to their full potential, which, in
turn, contributes to global success.
Company name: Adecco What are the main components

of your D&I program? Is the man-
Headquarters: Melville, New York agement of D&I programs largely
U.S.-based or present throughout
the worldwide organization?
Web site: www.AdeccoUSA.com There are four primary components of the
Adecco Dimensions diversity initiative: recruit-
ment, education/awareness, community rela-
Primary business: Temporary staffing and human tions and communication. Diversity is a key
focus in both the United States as well as
resources solution provider around the world. We have been recognized
for global diversity efforts. For example, we
were awarded the Diversity Innovations Award at
Industry ranking: 265 in the FORTUNE Global 500 list the World Diversity Leadership Summit in
Prague in March 2006.
2005 revenues: $23.4 billion with $578 million
net income
Interview Lois Cooper Adecco
Lois Cooper with members

of her team.
In today’s marketplace, does able to employ over 20,000 individuals. Does your company address
We have also developed job-readiness
your company have any diversity in its annual report?
training and employment programs for
particular cultural, socio- Olympic athletes to provide them with Is it important to talk about
economic, or demographic part-time employment while training and diversity with shareholders?
challenges to selling, producing, to ease them into the mainstream work- Diversity, changing demographics, attrac-
force when they retire from their athletic tion of a diverse workforce and corporate
or delivering services? What
careers. social responsibility are themes that are
particular challenges do you threaded throughout the annual report.
face in hiring and retaining CORPORATE LEADERSHIP We look forward to developing a diversity
good people? annual report in the future.
We are constantly faced with the shrink-
What resources (financial and
ing labor pool and are tapping into new manpower) are allocated How are decisions about
sources of talent to grow and maintain on diversity? How do these diversity made in your
our business and to meet client needs. reflect your company’s organization? Is there a
leadership commitment diversity council and who
Are there specific programs
to diversity? heads it up? Who participates?
you can tell us about that Joyce Russell, chief operating officer, is on the Diversity is the responsibility of all col-
address this worker shortage? C-suite advisory board of Cornell University’s leagues. Every business decision should
Actually, there are several. Adecco has chief diversity officer’s (CDO) round- consider any potential diversity impact
developed the Renaissance Program table. Adecco is currently participating in a before it is made. Adecco has two diversi-
which is geared toward recruiting workers diversity audit to determine our long-term ty councils—one made up of field col-
55 and older, and we have been recog- diversity strategy. The President and leagues and one which consists of corpo-
nized by AARP for these efforts. In addi- COO formally recognize diversity contri- rate colleagues at all levels within the
tion, we have developed a Career butions of colleagues on a quarterly basis. organization. Each council consists of
Accelerator Program which employs All members of the corporate senior three sub-committees which focus on
military spouses. This is an exciting management team participate as mentors specific goals.
program through which we have been to assist in retaining top performers.

Interview Lois Cooper Adecco
The New Freedom Initiative Circle of Champions Information Exchange was held
at the U.S. Department of Labor in April 2006. Sue Meisinger, who is President
and CEO of the Society for Human Resource Management (SHRM), facilitated a
dialogue between Lois Cooper (center) and other corporate leaders on effective
practices and innovative strategies for advancing employment opportunities for
people with disabilities.
EMPLOYEE INCLUSIVENESS How did they “We salute Adecco for its dedicated efforts in increasing employment opportuni-
How does Adecco gauge help in your ties for people with disabilities and for their willingness to share their successes
and lessons learned with other businesses,” said Dr. W. Roy Grizzard Jr.,
inclusion of employees? professional Assistant Secretary of the Office of Disability Employment Policy (ODEP). The
What are the tests, measure- and first-ever exchange, hosted by ODEP, marks the beginning of a movement to
realize ODEP’s vision—a world in which people with disabilities have unlimited
ments and benchmarks that personal life? employment opportunities—by working directly with corporate leaders.
indicate where the company Are you mentor-
is on the inclusion graph? ing anyone
Adecco uses employee surveys to track today?
employees’ perceptions of progress on I believe in mentor-
diversity and inclusion. We also conduct ing. I have been fortunate to have had How are you (as a manager)
an ongoing review of employee demo- senior African American leaders mentor
graphics as compared with the market-
measured in terms of
me across various organizations. These
place. individuals are extremely professional and
performance? Is your compen-
understand the politics of corporate life. sation related to diversity
How did you get to your This is critical in navigating through an performance?
present position? What was organization. I tried to use each interac- My compensation is directly related to
tion with my staff at work as an opportu- Adecco’s diversity initiative. We measure
your career path? nity for mentoring. the effectiveness of our diversity partner-
After college graduation, I began a job in
ships, for example, by the number of
NYC and decided to go back to graduate
What are your specific referrals for colleague and temporary
school for marketing. I had an opportu-
positions.
nity to develop a training program for responsibilities for advancing
new account executives and changed my diversity and inclusion in your
concentration to management/ human
organization? What are the Are there particular
resources. I have been fortunate to have areas/employee sectors you
been given opportunities in the financial strategies you employ to
services, advertising and entertainment move inclusion forward? feel still need improvement?
I don’t believe that there is ever a final
industries before joining Adecco. I am responsible for driving Adecco’s diversi-
goal where diversity is concerned. We
ty strategy. This includes strategies for inclu-
have to keep raising the bar in all areas of
sion as well as strategies to leverage diversity
Who were/are your mentors? diversity. The ultimate goal is to drive
to drive organizational profit.
What about their business the bottom line of the organization.
skill or style influenced you?

Personal Profile Lois Cooper Adecco
Company: Adecco
Title: Vice President, Employee Relations and Diversity
Years in current position: 7 1/2 years with Adecco;

vice president since 2003
Education: MBA from Baruch College
First job: Editorial assistant for a magazine publishing

company
Philosophy: Enjoy Life!
What I’m reading: I just finished The Bluest Eye

by Toni Morrison and I Know Why the Caged Bird Sings
by Maya Angelou. I am currently re-reading some classics
by great African American authors.
Family: Married for 20 years to Joseph, a 17-year-old

daughter who is a college freshman
Interests: Reading, spending time with family and

friends, eating out! PDJ
Louis Quijas, Assistant Director, Law Enforcement Coordination
Federal Bureau of Investigation (FBI)
W hy is it important to commemorate Hispanic

Heritage Month? As the oldest of ten children
with grandparents who came from Mexico, I see our
greatest countries in the world. Because we value
diversity, I am able to serve at the highest level in
our nation’s premier law enforcement agency. I
country as a mixture of immigrants who sought a cannot think of another country where I could have
better life and—in finding one—made great contri- achieved such an honor.
butions to our history and culture. It is our collective responsibility as a society to
Hispanic Heritage Month celebrations, like teach young immigrants and Americans alike—
all ethnic and cultural celebrations, give Americans Hispanic, and all nationalities—about their rich
from all backgrounds time to reflect on our rich background, heritage, and the contributions we
culture and history. Just as importantly, they are collectively make to American culture. We need to
a chance for us to appreciate the diversity of our remember that without this richness of diversity, our
society that makes the United States one of the country would not be the great melting pot it is.
Stephen F. Bollenbach, Co-chairman and CEO

Hilton Hotels Corporation
H ispanic Heritage Month is an excellent time to

celebrate the richness and many contributions
of Latino cultures to our workforce, our supplier
many Latino team members, suppliers, owners and
shareholders take pride in welcoming all travelers to
our properties.
community and our owners and shareholders. The Long before diversity became a cornerstone of
Hispanic community is an integral part of Hilton’s progressive companies, Conrad Hilton noted: “A
success in the hospitality industry. hotel is a focal point for all people to come together,
Our country’s strength is built on the founda- get to know each other and trade and live together
tion of the diversity of our people, a diversity that in peace.” Mr. Hilton’s vision goes to the very heart,
blends different values, visions and ethics. Hilton soul and spirit of our organization. It’s who we are
Hotels Corporation builds off a similar foundation. and what we stand for. We embrace diversity for its
Each of our facilities and its team members welcome rich gifts, just as we are enriched by Hispanics and
Hispanics—our largest and fastest growing minority their culture.
population—from around the world, just as our
Amina Dickerson, Senior Director, Global Community Involvement

Kraft Foods Inc.
O besity has emerged as a major public health

concern across the nation, and Latino children
have been reported by the Centers for Disease
Since 2002, Kraft Foods’ $4 million commit-
ment has supported the development, implementa-
tion and evaluation of Salsa, Sabor y Salud with
Control to have among the highest rates of obesity local community partners at 78 sites in six states
and the lowest fitness rates of any group of children. across the country. Parents have embraced the
At Kraft Foods, we have a deep commitment to help principles of the program in their daily lives as they
people around the world eat and live better and, out share recipes with each other, recruit other parents
of that vision, Salsa, Sabor y Salud was born. and family members to practice healthy lifestyle
A collaboration between Kraft Foods and the choices, and reap the psychological benefits of
National Latino Children’s Institute (NLCI), with setting healthy goals as a family
input from the National Recreation and Park The Salsa, Sabor y Salud program represents
Association and Latino Health Communications, a vital collaboration with the NLCI to instill real-
Salsa, Sabor y Salud is a dynamic and interactive world solutions that parents and children can put
eight-week program that empowers Latino children to work right away. For more information on the
and their families to make healthy lifestyle choices in program, please contact NLCI at 210-228-9997.
community-based settings.

Steve Lessing, Managing Director, Head of Client Relationship Management & Executive Sponsor of The Latin American Council (TLAC)
Lehman Brothers
L ehman Brothers celebrates diversity in a variety

of ways. Our employee networks are one of the
avenues we use to encourage our people to embrace
In addition we have partnered with American
Ballroom Theater (ABT) to screen the award-winning
documentary “Mad Hot Ballroom” with commentary
cultural differences and to learn about the unique by the director, as well as have students featured in the
perspectives diverse employees bring to the Firm. The film and trained by ABT come to Lehman offices to
Latin American Council (TLAC) will honor Hispanic perform for and teach our employees several ballroom
Heritage Month this year by showcasing the contribution dances. Biographies of influential Hispanics will be
of Hispanics to our society and hosting a series of events. displayed throughout the firm, various Latino foods
Not only will these events be educational in will be highlighted in the cafeteria, and information
nature, such as the Dominicans on Wall Street panel regarding events occurring at the Firm and in the
or the Latinas in the Workplace seminar we held last cities where we have offices will be distributed via
year in partnership with Working Mother Media, they newsletter and a Web page. Our Hispanic Heritage
will also introduce Latino culture to the Firm. Our Month events are just one of the many ways we
main event this year will feature a performance by choose to educate and inspire at Lehman Brothers.
world-acclaimed artist Tito Nieves at Latin Quarter’s
in New York City.
Pedro Lichtinger, Area President

Pfizer Pharmaceutical Operations, Europe
A t Pfizer, we have a number of exciting activities

planned to recognize Hispanic Heritage Month.
Our Latino Leadership Council will host a day-long
Month at one of our popular lunchtime “Heritage and
Health” events. This event, one of five this year cele-
brating various heritage months, allows colleagues to
conference in October, bringing together over 100 top learn about Latino cultures and how to prevent and
Pfizer Latino leaders from across the United States and treat diseases prevalent in the Hispanic population, in
Puerto Rico. This is not only a forum for learning a fun and festive atmosphere. Similar activities organ-
and networking, but also allows our top management ized by our local Latino networks will also take place
to meet participants. It clearly signals Pfizer’s commit- at various work sites across the country. Pfizer is also
ment to developing Latinos in our organization. co-sponsoring a corporate summit and gala with the
Conference participants will also join our New National Hispanic Corporate Achievers.
York colleagues in celebrating Hispanic Heritage
Raquel Rivera, General Manager, Process and Product Integrity

Pratt & Whitney
I f I told you I use my engineering degrees to build

jet engines that make airplanes safer, quieter and
more fuel-efficient than they’ve ever been, would you
of Pratt & Whitney’s Hispanic Leadership Forum,
which plans our Hispanic Heritage Month celebra-
tions. We’ve scheduled a career-development work-
expect me to be proud? You bet I am. “Dependable shop where leaders like me will tell employees how
engines” is a Pratt & Whitney trademark, and I’m also they can advance. To celebrate our ethnic heritage,
proud to be a woman and a Latina who has worked her we’re serving typical dishes from Latin America and
way to a leadership role in aerospace manufacturing. holding dance exhibitions and domino tournaments.
After 15 years with this 39,000-employee division Pratt & Whitney is developing business in Latin
of United Technologies Corp., I am now General America. We are partnering with LAN Airlines of
Manager, process and product integrity. That means Chile to launch our new PW6000 jet engine on the
I’m responsible for boosting the quality of jet engines 107-seat Airbus A318 jetliner. These strong and long-
that are the size of a king-cab pickup truck and weigh term relationships are in place because of our long-
six tons or more. Driving down costs in all aspects of standing commitment to delighting our customers.
manufacturing engineering is another goal—some- With a workforce in 47 nations, Pratt & Whitney
thing we work at continuously to remain competitive. draws strength not only from our history but from our
I also take pride in serving as executive champion diversity.

Julian Romeu, Principal, Web Services
The Vanguard Group
I was once asked: “What is so great about being

Hispanic?” I was surprised at the question, since it
came from a Latina teenager who lived in a traditional,
provides a great opportunity to create awareness of the
contributions so many Latinos have made over the
years. We cannot afford to assume that even our own
Spanish-speaking home. I told her how our shared children are familiar with these contributions and how
values, such as the importance of family, combined they have influenced our society. My hope is that
with the rich cultural diversity that exists among learning about the achievements of the past will, in
Hispanics, have enabled Latinos to make significant turn, inspire many others in the future.
contributions in a wide range of fields, including As I recall, it wasn’t too difficult for me to
education, law, government, business, science, sports, convince this young woman of what is great about
the arts and the armed forces. being Latino. Now we just need to make sure that we
Celebrating National Hispanic Heritage Month pass the word around.
PDJ

Are Women Reaching the Top?
Censuses of Women Board Directors and Corporate Officers
Show Little Growth for Women. By Catalyst
T he 2005 editions of Catalyst’s hall-

mark censuses of FORTUNE 500
leadership paint a bleak picture of
Key Findings
Women Board Directors

women’s progress into the highest eche-
• Women held 14.7 percent of all FORTUNE 500 board seats, compared with 13.6 percent
lons of corporate leadership in the past few
in 2003, and 9.6 percent in 1995.
years. While the 2005 Catalyst Census
• Women of color held 3.4 percent of board seats.
of Women Board Directors of the
FORTUNE 500 and the 2005 Catalyst • Sixty-four companies had 25 percent or more women board directors, compared with
Census of Women Corporate Officers and 54 companies in 2003.
Top Earners of the FORTUNE 500 both • Women were underrepresented as chairs of auditing, compensation, and
show growth in the key areas, the growth nominating/governance committees.
increased at a dramatically slower rate than Women Corporate Officers and Top Earners
in previous years. This finding was partic-
• In 2005, women held 16.4 percent of corporate officer positions, compared with
ularly surprising, because we had expected 15.7 percent in 2002, and 8.7 percent in 1995.
the Sarbanes-Oxley Act, demographic
• Women held 6.4 percent of top earner positions, up from 5.2 percent in 2002.
trends, and the pressures of globalization
• Women of color held 1.7 percent of corporate officer positions.
to lead to higher rates of growth. At this
• Women of color were 1.0 percent of FORTUNE 500 top earners.
point, it will take 70 years for women and
men to hold an equal number of seats on • Women were almost two and one-half times as likely to hold staff positions
(71 percent) as they were to hold line positions (29 percent).
FORTUNE 500 boards, and 40 years for
women and men to hold an equal number • Women held 9.4 percent of clout titles, up from 7.9 percent in 2002.
of corporate officer positions. • In 2005, eight FORTUNE 500 companies were led by a woman CEO, up from six in 2002.
continued

To ensure long-term sustainability and to represent all company stakeholders,
corporate leadership must adapt to today’s realities and anticipate tomorrow’s
workplace. Companies must position their leadership in the same way they position
their businesses. Diverse leadership yields a crucial breadth of
perspective and expertise, provides role models for future talent, and promotes
good governance. Catalyst President Ilene H. Lang
Ten Years of Slow Growth izations to increase diversity at all levels. As Nevertheless, women struggle more than
The key findings show that in ten years, Catalyst President Ilene H. Lang explains, men as they climb the corporate ladder.
FORTUNE 500 companies have not “Increased globalization and shifting Why? Our research has found that women
doubled women’s share of board seats or demographics dictate that diversity and face three significant barriers that men
corporate officer positions. The situation the advancement of women in corporate rarely face: gender-based stereotyping,
is far worse for women of color. leadership are strategic business impera- exclusion from informal networks, and a
Furthermore, even among the highest tives that 21st-century companies cannot lack of role models. These obstacles com-
levels of leadership, women are segregated afford to ignore.” bine to restrain women from top positions
into less powerful and prestigious posi- In addition, our study, The Bottom by pigeonholing their talents, restricting
tions—they hold proportionately fewer Line: Connecting Corporate Performance access to essential information, and discour-
board committee chairs, clout titles, and and Gender Diversity (Catalyst, 2004), has aging their ambitions.
line positions. These factors contribute to shown that the FORTUNE 500 compa- The Catalyst Censuses are evidence
the dearth of women CEOs—only eight nies with the highest percentages of that there is a considerable amount of work
FORTUNE 500 companies were led by a women corporate officers experienced, on that needs to be done before FORTUNE
woman in 2005. average, a 35.1 percent higher return on 500 companies will reap the extraordinary
equity (ROE) and 34 percent higher total benefits of diversity. Across all FORTUNE
return to shareholders (TRS) than those 500 quintiles and industries, companies
Diversity is Key with the lowest percentages of women cor- that harbor barriers to the retention and
to Long-Term Sustainability porate officers did. While this study did promotion of women will miss opportuni-
The Catalyst Pyramid and Census findings not prove causation, it showed a strong ties that women’s expertise, skills, and
show that many barriers to women’s correlation between companies that have knowledge could bring to decision-making
advancement are still firmly in place. But diversified their senior management and processes.
there are many business reasons for organ- companies that performed well financially. continued

CALL TO ACTION negotiating with non-U.S. suppliers women to prove what they can do. Have
often requires a deep knowledge of high expectations for their contribu-
country-specific work styles, expectations, and challenge them with mean-
CEOs Must Take the Lead tions, and practices. A diverse leadership ingful work. Have equally high expecta-
Gender diversity in the workplace is sup-
team is more likely to have this knowl- tions for what your organization can do
ported by a compelling business case that
edge, and therefore success, than a to advance women.
argues for the health and sustainability of
homogeneous team.
the organization. CEOs, board members,
5. Hold Everyone Accountable
and senior leadership know they can create
2. Demand Diversity Senior leadership must insist on
tremendous change in their organizations
Organizational change will only come accountability mechanisms that will
by modeling and demanding desired behav-
when it is clear that CEOs, boards, and induce behavioral change. Measure hard
iors. It’s up to them to take the next steps.
senior leadership believe that diversity is data and tie success or failure in achiev-
integral to the achievement of key busi- ing goals to major incentives that will
1. Define the Business Case for Diversity
ness goals. They must demand diversity kindle the transformation you demand.
and Inclusion
and lead with actions that demonstrate
In the United States, demographics in
the business importance of diversity. 6. Communicate
the marketplace and employee base are
A diversity strategy will only succeed if it
changing dramatically. In order to be
3. Break Through Stereotypes is communicated as part of the business
successful, companies need to be an
Become aware of the existence and strategy. Publicly celebrate successes.
employer of choice. Companies that can
impact of stereotypes in your workplace.
attract, retain, and promote diverse
Don’t insist that women spend their Catalyst is the leading research and advisory organization
employees will expand the talent pool working with businesses and the professions to build
valuable energies on disproving stereo-
available to them at all levels and have a inclusive environments and expand opportunities for
types. Alternatively, don’t penalize
greater likelihood of success in the women at work. To download free copies of Catalyst
women whose behaviors don’t fit stereo-
marketplace. research reports, visit www.catalyst.org. You may also sign
types. Most importantly, don’t let
up to receive our issue-specific newsletter, Perspective, and
assumptions based on stereotypes limit
At the same time, new customers, our monthly email updates at news@catalyst.org.
your expectations of women and
employees, and suppliers now come
what they can contribute to your
from all parts of the world, and it is
organization.
important that leadership at companies
with global presence reflect this reality.
4. Expect the Best
Breaking into new markets, understand-
Instead of assuming what women can’t
ing different employee cultures, and
do at work, provide opportunities for
PDJ

Bank of the West 60
www.bankofthewest.com
Bausch & Lomb 45
www.bausch.com
BellSouth 11
www.bellsouth.com
The Boeing Company 9
www.boeing.com
Credit Suisse 14
www.credit-suisse.com
DaimlerChrysler Corporation 18
www.daimlerchrysler.com
Dell, Inc. 13
www.dell.com
Eastman Kodak Company 55
www.kodak.com
Ford Motor Company cover 2, page 1
www.ford.com
Georgia Power 39
www.southernco.com/gapower
Halliburton 5
www.halliburton.com
Ivy Planning 57
www.ivygroupllc.com
Lockheed Martin 3
www.lockheedmartin.com
MFHA 53
www.mfha.net
MGM Mirage 49
www.mgmmirage.com
Nationwide Insurance 51
www.nationwide.com
PepsiCo, Inc. 7
www.pepsico.com
Sodexho cover 3
www.sodexhousa.com
WellPoint 17
www.wellpoint.com
The Winters Group 52
www.wintersgroup.com
Whirlpool Corp. 59
www.whirlpoolcorp.com
Waste Management cover 4
www.wastemanagement.com

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Adecco’s Front-Runner Lois Cooper • Hispanic Heritage • Catalyst

Volume 8, Number 5 September / October 2006

Technology meets ecology.

What’s not to love?

He’d drive one himself

if only it came equipped

with lower door handles.

©The Muppets Holding Company, LLC. All Rights Reserved.

than 35 million people identified profiles@diversityjournal.com

themselves as Hispanic or Latino

customer service at 800.573.2867 from

some time on your calendar for

2 Profiles in Diversity Journal September/October 2006

Front-Runner Lois Cooper,

6 Profiles in Diversity Journal September/October 2006

8 Profiles in Diversity Journal September/October 2006

10 Profiles in Diversity Journal September/October 2006

12 Profiles in Diversity Journal September/October 2006

14 Profiles in Diversity Journal September/October 2006

Profiles in Diversity Journal September/October 2006 15

16 Profiles in Diversity Journal September/October 2006

Waste Management President and Chief Operating Officer

ahead to daunting growth challenges in an increasingly

complex North American society.

“I came on board at Waste Management when

FORTUNE 200 COMPANY, WASTE MANAGEMENT

Profiles in Diversity Journal September/October 2006 21

“We wanted to create

Larry O’Donnell, a “hard core” yet good-humored University of Texas fan,

22 Profiles in Diversity Journal September/October 2006

is just the way I approach things, I

think, because of the value I place on

individuals and the importance of

teaming together. And I have that view

Profiles in Diversity Journal September/October 2006 23

“With Larry as our most

never forgot. move a team of varied, talented people

24 Profiles in Diversity Journal September/October 2006

Larry O’Donnell insists on bringing

the opportunity to spend a lot of time people’s perspectives on a wide variety

‘out there’ is really different from what how I expect WM to operate.”

you might experience in your own fam-

ily. When you spend time with and

Profiles in Diversity Journal September/October 2006 25

business jargon. But to our team here, it Waste Management’s leadership in

their integrity, of communicating expec- building a diversity and inclusion infra-

26 Profiles in Diversity Journal September/October 2006

Senior Vice President, Southern Group,

of conduct, a best practice measurement

and engagement process, targeted train-

ing, emerging diversity councils, and

network groups that will stretch across

the company, and outreach and partner-

ship with national diversity groups.

“With Larry as our most vocal

Profiles in Diversity Journal September/October 2006 27

“At Waste Management, we seek out a

28 Profiles in Diversity Journal September/October 2006

effort that aligns a goal with each letter of

the word GREEN.

every market area for Waste Management Respected Brand

today’s people and markets that fully incorpo- Empowered Employees