Thanks to you, Also Featuring ...

Also Featuring ... Deloitte’s Front-Runner, Redia Anderson Banks • Rejuvenating Diversity • Asian Pacific American Heritage

equality in our workforce means a healthier work

environment for all of our associates.
Volume 9, Number 3
MAY / JUNE 2007
$
12.95 U.S.

PROFILES IN DIVERSITY JOURNAL

MAY / JUNE 2007 • VOLUME 9 NUMBER 3
www.diversityjournal.com
WellPoint proudly recognizes GLBT Pride Month and
celebrates the talents and successes of our GLBT associates Buffy Swinehart Art Shingleton Anne DeVoe Lawler Eileen Howard Dunn Klaus Entenmann Margot J. Copeland Eileen Sweeney
and business partners. AFLAC BANK OF THE WEST CREW CVS CAREMARK DAIMLERCHRYSLER KEYCORP MOTOROLA

At WellPoint, we are addressing tomorrow’s health care issues today.

By providing domestic partner benefits that include vision, dental, and dependent medical coverage to
our associates, we are closing the gap between the insured and uninsured in the GLBT community.
Also, by extending these benefit options to our members, we are leading the way in encouraging the
growth of inclusive policies that not only recognize, but encourage diversity of all kinds, including sexual
orientation and gender identity. Working to better people’s lives is not something you do everyday – but Chad A. Jester Mary Wong Ginny Creveling Jane Robertson Alison Hager Polly O’Brien Morrow Cynthia Z. Forbes
it can be, at WellPoint. NATIONWIDE OFFICE DEPOT ONEOK ORACLE PFIZER INC PITNEY BOWES PRATT & WHITNEY

Better health care, thanks to you.

Visit us online at wellpoint.com/careers
EOE ®Registered Trademark, WellPoint, Inc. © 2006 WellPoint, Inc. All Rights Reserved

Barbara Del Duke Kathleen deLaski Stephen J. Brady Sandra Taylor Michael Rouse ReedV.Tuckson,M.D. Mike Rizer
ROHM AND HAAS SALLIE MAE SODEXHO STARBUCKS TOYOTA UNITEDHEALTH GROUP WACHOVIA
 THE EDGE IS NEVER DULL.

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together in a totally new way. The Edge. The definitive crossover utility vehicle. Its 265-horsepower V6 makes it quicker than a BMW X5.
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 Words Count James R. Rector
PUBLISHER

How odd that in the same month Profiles in Diversity Journal released John S. Murphy
MANAGING EDITOR
its diversity Lexicon, Don Imus made news with a hurtful rant against
the Rutgers University women’s basketball team. His actions spoke to Linda Schellentrager
C R E AT I V E D I R E C T O R

the importance of words. Words count. When we have our brains Damian Johnson
MARKETING DIRECTOR
sufficiently engaged, they convey the meaning we intend. Unfortunately,
Laurel L. Fumic
they can also suggest meanings we do not intend to convey. CONTRIBUTING EDITOR

I’m not suggesting Imus was misunderstood. Rather, I’m underscoring Alina Dunaeva
OVERSEAS CORRESPONDENT
how important it is to understand the weight words carry, particularly
Jason Bice
when the topic is as emotionally charged as racial or cultural issues can WEB MASTER

be. Yes, understanding words can help us better understand concepts

and the people we work with every day. LETTERS TO THE EDITOR

Commentaries or questions should be

Savvy organizations know that everything they do communicates
addressed to: Profiles in Diversity Journal,
something. Even the decision not to communicate can send a powerful P.O. Box 45605, Cleveland, OH 44145-0605.
message, prompting individuals to ask, Why don’t they have anything to say? All correspondence should include author’s
full name, address, e-mail and phone number.
Well, this issue features companies and organizations with plenty to say.
Be sure to read our feature on Asian Pacific American Heritage D I S P L AY A D V E R T I S I N G

Month. I thoroughly enjoy the thoughts and ideas shared with us by Profiles in Diversity Journal
Gemini Towers #1
organizations that value the heritage of Asian Americans. Many of their 1991 Crocker Road, Suite 320
stories are touching, if not inspiring. Westlake, OH 44145
We’ve also got an insider’s look at diversity within the giant we know Tel: 440.892.0444
Fax: 440.892.0737
by a single name: Deloitte. Redia Anderson Banks, chief diversity profiles@diversityjournal.com
officer, is someone you’ll want to get to know better.
SUBSCRIPTIONS
Finally, our centerpiece this month is all about corporate philanthropy
U.S. $49.95 one year / $89.95 two years;
and social responsibility. Our approach is to examine the success stories, in Canada, add $15 per year for postage.
the lives touched by companies that invest in their communities to make Other foreign orders add $20 per year.
U.S. funds only. Subscriptions can be ordered
life better for everyone.
at: www.diversityjournal.com or call
Talk about sending a powerful message. These companies’ actions customer service at 800.573.2867 from
speak far more eloquently than words ever could. They should be 8:00 a.m. to 5:00 p.m. EST.

recognized and applauded. SUBMISSIONS

Enjoy the issue! REPRINTS:

profiles@diversityjournal.com
EDITORIAL:
John Murphy diversityjournaledit@mac.com
Managing Editor PHOTOS & ARTWORK:
diversityjournalart@mac.com

2 P RO F I L E S I N D I V E R S IT Y J O U R N A L M AY / J U N E 2 0 0 7
DIVERSITY
determines
determines a company’s
compa
anyy’s suc
success.
cess.
s
Eastman K Kodak
odak CCompany’s
ompany’s ccommitment
ommitment tto o div
d
diversity
ersity and inclusion
involves our emp
involves loyees, cust
employees, omers, supplier
customers, supplierss and ccommunities
ommunities w orldwiide.
worldwide.
In our global mar ketplace, K
marketplace, odak’s inno
Kodak’s vation
ns rreflect
innovations eflect the creativity and
creativity
rich tapestry of o ur div
our erse w
diverse orkforce and wi
workforce inning cultur
winning e.
culture.

www.kodak.com/go/careers
www.kodakk.com/
/go/careers
© Eastman K
Kodak
odak Company,
Compan
ny, 2006
 28 On the Cover / Special Feature
Corporate Philanthropy and Social Responsibility
Success Stories from Leading Organizations
Success stories from a wide range of companies committed
to improving the lives of the people in their communities.

Here are the companies featured:

Aflac Nationwide Rohm & Haas*

Bank of the West Office Depot Sallie Mae*

CREW Foundation* ONEOK Sodexho

CVS Caremark Oracle Starbucks

DaimlerChrysler Pfizer* Toyota

Financial Services
Pitney Bowes UnitedHealth Group
KeyBank
Pratt & Whitney Wachovia
Motorola*
* Denotes companies with philanthropy photos, top of cover

4 P RO F I L E S I N D I V E R S IT Y J O U R N A L M AY / J U N E 2 0 0 7
20 A Close-up of Redia Anderson Banks, Deloitte’s
Chief Diversity Officer and National Principal

Armed with a master’s degree in clinical psychology,

Ms. Banks—a former adult probation officer—
is responsible for directing the diversity strategies
at Deloitte & Touche USA LLP. At Deloitte, retaining
top talent often stems from empowering
people to thrive in a corporate culture that values
their individuality.

65 Rejuvenating Diversity Strategies

Excellus and Harley-Davidson weigh in with advice

for any organization looking to recharge its
diversity strategies. Is rejuvenating necessary?
How do you know? You’ll find the answers you
may have been looking for right here.

Karen A. Jones, PhD Deborah P. Ashton, PhD

Excellus BlueCross BlueShield Harley-Davidson
Corporate Director, Diversity Director of Diversity

P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 5
 70 Asian Pacific American Heritage Month:
A Time for Reflection

In May, we celebrate Asian Pacific American Heritage Month,

honoring the contributions to American life made by nearly
12 million Asian Pacific Americans and their ancestors.
We present thought-provoking essays from 15 diversity
leaders to help us appreciate the Asian Pacific Americans.

Participating companies:

AXA Equitable, Michael Ferik FBI, Weysan Dun Nationwide, Tariq Khan
Bank of America, Sanjay Gupta General Electric, Michael E. Chen New York Life Insurance Co., Mary Dean
Bank of the West, Paul Nakae Georgia Power, Jackie Chen Pfizer, Amal K. Naj
Dell, Christina Y. Chen Lockheed Martin, Lily O’Byrne Sodexho, Frances S. Nam
Ernst & Young, Nancy Ngou MGM MIRAGE, Ly Ping Wu Sprint Nextel, Tammy Edwards

departments

8 Momentum
Diversity Who, What, Where and When

14 From My Perspective
by David Casey
I didn’t mean it—so can’t we just move on?
We can all think of “unforgettable” moments in our lives; are there such things as
“unforgivable” moments? A personal perspective.

16 Employee Network Groups

Here’s how PepsiCo supports its ENGs.
by Rachel Cheeks

18 Catalyst The Catalyst Award: The evolution of diversity-and-inclusion initiatives

As the global workforce evolves, so do the diversity-and-inclusion (D&I) initiatives
created by organizations to advance women. Catalyst tracks the evolution of the
coveted Catalyst Award from its inception to the present.

78 MicroTriggersReal-Life MicroTriggers
Several examples of MicroTriggers inspired by Ivy Planning’s diversity
strategist Janet Crenshaw Smith’s new book, 58 Little Things That Have a Big Impact:
What’s Your MicroTrigger? These stories provide real-life insight into the subtle
behaviors that can derail relationships at work and play.

6 P RO F I L E S I N D I V E R S IT Y J O U R N A L M AY / J U N E 2 0 0 7
Connecting to the community
with talent, strength and diversity.
The new AT&T has a strong commitment to the communities we serve. We continually reaffirm that
commitment and reinforce our connections to the community by embracing diversity and
inclusion—both inside and outside the company. AT&T supports networking groups that promote
mentoring, training, and enhanced opportunity for all employees, regardless of age, race, gender,
or sexual orientation. These groups volunteer their time and resources to sponsor a wide range of
activities and provide new ways in which AT&T connects to the people we serve. AT&T is proud of
these efforts. Because, no matter how advanced our technology, we know that the strongest, most
lasting connections are made within the community, face to face, person to person.

TheNewATT.com
©2007 AT&T Knowledge Ventures. All rights reserved. AT&T, AT&T logo, BellSouth, BellSouth logo, Cingular,
and Cingular logos are trademarks of AT&T Knowledge Ventures and/or AT&T affiliated companies.
 Kelly Services Named
Bausch & Lomb
Corporate Citizenship
Supplier of the Year
TROY, Mich.—Kelly Services,
Inc., a global staffing solutions
provider, has received the Bausch
& Lomb Corporate Citizenship
Supplier of the Year honor during
a ceremony recognizing supplier
diversity at Bausch & Lomb’s
World Headquarters.
Kelly was recognized for From left to right: DeRoy Bryant—VP Procurement, B&L; Keilon Ratliff—National Account
excellence in customer service, Manager, Kelly Services; Michelle Hammond—Manager Procurement, B&L; James Thurman—
Director Supplier Diversity Development and Procurement, B&L
quality, speed of delivery and
competitive value.
“Bausch & Lomb’s quality
standards and suppliers have helped us
bring to market the world’s most
comprehensive portfolio of eye health
products,” said DeRoy Bryant, vice
president, global sourcing and procure-
ment. “Kelly is a key partner, consis-
tently demonstrating excellence by pro-
viding us with the high levels of quality,
service and individuals that allow us to
better serve our customers and stay on
the leading edge in a competitive
marketplace.”
“This award reflects the high-quality
service and customer satisfaction levels
we strive to provide our customers.
Our companies share a commitment to
quality and this honor inspires us to
continually grow and innovate with
companies like Bausch & Lomb to meet
their changing needs,” said Nicole
Lewis, vice president, supplier diversity
development, Kelly Services.
Bausch & Lomb (NYSE:BOL) is the
eye health company, dedicated to
perfecting vision and enhancing life for
consumers around the world. Its core
businesses include soft and rigid gas
permeable contact lenses and lens care
products, and ophthalmic surgical and
pharmaceutical products. More
information about the Company is on
the Bausch & Lomb Web site at
www.bausch.com.
Kelly Services, Inc. (NASDAQ:
KELYA, KELYB) is a Fortune 500
8 P RO F I L E S I N D I V E R S IT Y J O U R N A L
company headquartered in Troy, Mich.,
offering staffing solutions that include
temporary staffing services, outsourcing,
vendor on-site and full-time placement.
Kelly operates in 32 countries and
territories. Visit www.kellyservices.com.
KPMG LLP Appoints
Neddy Perez National
Diversity Director
NEW YORK—
KPMG LLP, the
audit, tax and
advisory firm, has
announced that
Nereida (Neddy)
Perez has joined
the U.S. firm as
Perez
national director
of diversity and affirmative action/ equal including more than 6,800 partners, in
employment opportunity, serving as the
firm’s chief diversity officer.
“KPMG is committed to being an
employer of choice, and a big part of
that is ensuring that we have a culture of
inclusion where all employees have an
opportunity to grow and develop person- the Year Awards
ally and professionally,” said Bruce Pfau, LOS ANGELES—Two Northrop
KPMG vice chair, human resources.
Perez brings a broad level of experi-
ence in community relations, human
resources and diversity management to
KPMG. Most recently she was senior
director of external diversity relations at engineer and statistician within the
Sodexho, Inc., where she managed
M AY / J U N E 2 0 0 7
employee affinity networks and national
external community partnerships for the
food and facilities management company.
She also developed and implemented a
number of programs, including an exter-
nal giving strategy, and the creation and
launch of an internship program.
Perez is an active member in several
diversity associations and organizations.
She holds a bachelor’s degree in public
relations from the University of Florida
and a master’s degree in human
resources management and international
business from Nova Southeastern
University.
KPMG LLP, the audit, tax and
advisory firm (www.us.kpmg.com), is
the U.S. member firm of KPMG
International. KPMG International’s
member firms have 113,000 professionals,
148 countries.
Two Northrop Grumman
Employees Receive National
Asian American Engineer of
Grumman Corporation (NYSE:NOC)
employees, Brad Furukawa, vice presi-
dent and chief information officer for
the company’s Space Technology sector,
and Dr. Kim L. Ong, an industrial

In a time of rapid change for our company and for our
industry, we believe that the unique perspective of each
Pfizer employee is vital. Why? Because the tough health
care challenges people are facing today call for new,
different, and diverse ways of thinking.
That’s why we’re implementing a global strategy to ensure
Pfizer’s culture not only respects, but also leverages each
individual employee’s background, character, and life
experiences. We’re putting those unique perspectives to
© 2007 Pfizer Inc Printed in USA
work to find new, innovative solutions for patients, and
better ways of working with our customers, our partners,
and the communities we serve.
At Pfizer, we believe diversity means an inclusive and
empowering work environment. The result? A happier,
healthier tomorrow for us all.
www.pfizer.com
 Furukawa Ong

company’s Information Technology

sector, received awards for their out-
standing contributions to engineering
and community service at the 2007
Asian American Engineer of the Year
Awards (AAEOY) in Washington.
The awards were presented by the
Chinese Institute of Engineers-USA employees provide innovative systems, Time Warner executives launch the
(CIE-USA). CIE-USA is dedicated company’s National Second Tier
products, and solutions in information
Program. Left to right: Frederick C.
to fostering human relations and and services, electronics, aerospace and Yeager, SVP, Finance; Jeffrey L. Bewkes,
promoting diversity and information shipbuilding to government and com- President & COO; Greta F. Davis,
exchange among engineers and mercial customers worldwide. Executive Director, Supplier Diversity
scientists. Nominees were judged on and Richard D. Parsons, Chairman & CEO.
professional achievements, impact of
Time Warner Launches
professional accomplishments and
community service. National Second Tier demonstration of the reporting tool that
“Northrop Grumman gratefully Program to Increase will capture their quarterly reports and
acknowledges the skills and achieve- Opportunities for MWBEs track their second tier activity.
ments of Brad and Kim,” said Michele The coordination of the second tier
NEW YORK—More than 100
Toth, vice president of human resources program was headed by Executive
program participants, including 40 key
and administration and competitive Director Greta Davis. Working with her
suppliers and business leaders, attended
excellence for Northrop Grumman’s team and consultant Ralph Moore of
the 2007 kick-off reception launching
Information Technology (IT) sector. RGMA, they developed an aggressive
Time Warner’s new National Second
“These two leaders are highly valued framework that is in line with Time
Tier Program. The reception was held in
within the company and their talents Warner’s proactive stand on supplier
Time Warner’s Conference Center at
merit these awards.” diversity.
the corporate headquarters—a fitting
Furukawa is a 25-year veteran “In developing the project plan to
location given that the Center was one
of Northrop Grumman. He earned a launch this new initiative, we reached
of the first Time Warner projects
bachelor’s degree in mechanical out to many of our key suppliers with
constructed with substantial participa-
engineering from Northern Illinois a majority of them having advanced
tion of second tier suppliers.
University, DeKalb. He also holds a supplier diversity programs in place,”
Time Warner Chairman and CEO
Six Sigma Greenbelt certificate. said Davis.
Richard D. Parsons said, “Diversity is
Ong serves as Northrop Grumman’s The participants in the program
not just the right thing to do; it is the
project manager for the National Cancer represent a significant cross section
smart thing for business and our econo-
Institute Center for Bioinformatics of industries, including financial
my. Time Warner’s National Second Tier
Thesaurus Maintenance and Application services, telecommunications,
Program is all about increasing the num-
Development Support Project. Ong information technology, transportation
ber of diversely-owned companies we do
holds master’s degrees in industrial engi- and logistics, advertising, construction,
business with and increasing their
neering and applied statistics, and a PhD and consulting.
opportunities to do business with other
in industrial engineering from Purdue Time Warner Inc. is a leading media
firms throughout all industries.”
University, West Lafayette, Ind. and entertainment company, whose
Earlier in the day, the pilot partici-
Northrop Grumman Corporation is businesses include interactive services,
pants attended a half-day session that
a $30 billion global defense and cable systems, filmed entertainment,
included a comprehensive review
technology company, whose 122,000 television networks and publishing.
of the program requirements and a

10 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
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 Safeway Names Russell M.
Jackson as Senior Vice
President, Human Resources
PHOENIX, Ariz.—
Russell M. Jackson
has joined Safeway
Inc. as senior vice
president, human
resources. Jackson is
the first African
Jackson
American to hold
this position at
Safeway, one of the largest food and
drug retailers in North America.
Jackson comes to Safeway after spending
27 years at PG&E Corporation, where
he served as senior vice president,
human resources.
At Safeway, Jackson will be responsible
for all aspects of the human resources
function, including employee relations,
compensation, training, leadership devel-
opment, recruiting, health and wellness
and prevention programs.
Jackson has an MBA from St. Mary’s
College and a master’s degree in human
resources and organizational develop-
ment from the University of San
Francisco.
Safeway Inc. is a Fortune 50 company
and one of the largest food and drug
retailers in North America. The compa-
ny operates 1,761 stores in the U.S. and
Canada and had annual sales of $40.2
billion in 2006. Safeway’s common
stock is traded on the New York Stock
Exchange under the symbol SWY.
12 P RO F I L E S I N D I V E R S I T Y J O U R N A L
Robert McNeely Promoted
to Executive Vice President
at Union Bank of California
SAN FRANCISCO
—Union Bank of
California, N.A.,
has announced that
Robert A. McNeely,
senior vice president
and head of corpo-
McNeely
rate community
development, has
been promoted to
executive vice president by the
UnionBanCal Corporation board of
directors. McNeely reports directly to
Chief Operating Officer Philip Flynn.
Responsible for bankwide coordina-
tion of the company’s community
development and reinvestment efforts,
McNeely serves as its Community
Reinvestment Act (CRA) officer. In
2006, Union Bank provided $3.3 billion
in CRA-related loans and activities.
McNeely chairs the CRA committee
and serves as secretary to the bank’s
public policy committee. In addition to
serving as chief liaison to the bank’s
community advisory board, McNeely is
chairman and CEO of the Union Bank
of California Foundation and heads both
the diversity council and the environ-
mental task force for the bank.
Active in the community, McNeely
serves on boards and committees for a
wide range of organizations. Additionally,
McNeely serves as a director for Social
Compact, is a member of the President’s
Diversity and Equity Community
Advisory Council at San Diego State
University, and the President’s
Community Council at Point Loma
Nazarene University.
McNeely is a graduate of the Pacific
Coast Banking School at the University
of Washington in Seattle and the School
of Bank Marketing at the University
of Colorado in Boulder. He is a resident
of San Diego.
Based in San Francisco,
UnionBanCal Corporation (NYSE:UB)
M AY / J U N E 2 0 0 7
is a bank holding company with assets of
$52.6 billion at December 31, 2006.
The company’s Web site is located at
www.unionbank.com.
WellPoint Appoints
Linda Jimenez as
Staff Vice President of
Diversity Leadership
INDIANAPOLIS—
WellPoint, Inc., the
largest U.S. health
benefits company,
has announced that
Linda Jimenez
has been selected
as staff vice
Jimenez
president of diversity
leadership.
Jimenez will be responsible for diver-
sity management strategies and programs
nationwide, including providing strate-
gic guidance around talent management
and acquisition, multicultural market-
ing, diversity metrics, and external
branding.
Jimenez previously headed her own
consulting firm, Diversity & People
Dynamics, where she developed and
implemented custom-designed human
relations processes, diversity training,
management and leadership coaching
and development programs, and assess-
ment tools.
A native of San Antonio, Texas,
Jimenez received a juris doctor degree
from the University of Texas School of
Law, Austin. Jimenez currently serves on
the advisory board for the Hospitality
and Diversity Institute at the University
of Houston and on the advisory board
for the School of Hospitality
Management at Penn State University.
In addition, she is a contributing
member of the Minorities in Franchising
Committee of the International
Franchising Association.
WellPoint, Inc. is the largest health
benefits company in terms of commer-
cial membership in the United States.
Headquartered in Indianapolis, Indiana,
WellPoint is an independent licensee
of the Blue Cross and Blue Shield
Association. Additional information
about WellPoint is available at
www.wellpoint.com.
The Penn Mutual Life
Insurance Company
Appoints Edward F. Clemons
Senior Vice President
HORSHAM, Pa.—
The Penn Mutual
Life Insurance
Company has
announced that
Edward F. Clemons,
SPHR, has joined
Clemons
the company as
senior vice president
and chief human
resources officer. In this position, he will
have overall responsibility for the programs
and activities that support the company’s
associates, including benefits, compensa-
tion, recruiting, talent management and
associate and leadership development.
Clemons has more than 25 years’
human resource management and lead-
ership experience. His most recent posi-
tion was senior vice president, human
resources, for Janney Montgomery Scott
LLC, a key Penn Mutual affiliate and
one of the largest full-service regional
securities broker-dealers in the country.
Clemons graduated from West Point
Military Academy with a Bachelor of
Science degree. He received his master’s
degree in business administration from
Temple University’s Fox School of
Business and is a graduate of the
University of Michigan, Human
Resources Executive Program. In
addition, he has earned the Senior
Professional in Human Resources
designation from the Human Resources
Certification Institute.
The Penn Mutual Life Insurance
Company is the nation’s second
oldest mutual life insurer. Visit Penn
Mutual on the Internet at
http://www.pennmutual.com.
Raytheon Names Heidi Shyu
Vice President, Corporate
Technology and Research
WALTHAM, Mass.
—Raytheon
Company (RTN:
NYSE) has
appointed Heidi
Shyu to the position
Shyu
of vice president,
Corporate
Technology and
Research, reporting to Taylor W.
Lawrence, the company’s vice president
of Engineering, Technology and Mission
Assurance.
In her new role, Shyu will be
responsible for the development and
execution of an integrated technology
and research strategy for the company.
She will also chair the company’s
Technology Leadership Council, which
oversees Raytheon’s collective research
collaboration and technology opportuni-
ties, and she will represent the company
on outside councils regarding technology
and the defense industry.
In a career at Raytheon that has
spanned more than 20 years, Shyu
has worked on a variety of technical
programs, including manned and
unmanned aircraft systems and products.
Most recently, she was vice president and
technical director for the company’s
Space and Airborne Systems business.
Shyu is also Chair of the Air Force
Scientific Advisory Board for the U.S.
Air Force, reporting to the Chief of Staff
and the Secretary of the Air Force. In
addition, she is a member of the
American Institute of Aeronautics and
Astronautics and the Air Force
Association.
Raytheon Company, with 2006 sales
of $20.3 billion, is technology leader,
specializing in defense, homeland security,
and other government markets through-
out the world. With headquarters in
Waltham, Mass., Raytheon employs
73,000 people worldwide.
P RO F I L E S I N D I V E R S I T Y J O U R N A L
Shell Oil Company Names
New General Counsel—
Catherine Lamboley to Retire
July 1
HOUSTON—
William C. Lowrey
has been appointed
to succeed
Catherine A.
Lamboley as general
counsel of Shell Oil
Lowrey Company effective
July 1. Lamboley, a
leader in the Houston legal community,
is retiring after 28 years with Shell. She
has served as senior vice president, gen-
eral counsel and corporate secretary of
Shell Oil Company since 2000.
Bill Lowrey is currently associate
general counsel for Shell Trading and
Shell Gas & Power. A 27-year Shell
veteran, he has legal experience encom-
passing all facets of the business, from
exploration and production through oil
products. He has been particularly active
in mergers and acquisitions.
Prior to her current position,
Lamboley was vice president, commer-
cial products, for Shell Oil Products. She
joined the Shell legal department as an
attorney in 1979, and was instrumental
in opening up opportunities for women
to advance within the Shell organization.
“I look forward to continuing and
building on the foundation of excellence
for which our legal department is
known,” said Lowrey. “I want our organ-
ization to be a culture where people can
do satisfying work and develop expertise
that serves our business well.”
Shell Oil Company is an affiliate
of the Shell Group, a global group of
energy and petrochemical companies,
employing approximately 109,000
people and operating in more than 140
countries and territories.
PDJ
M AY / J U N E 2 0 0 7 13
 by David Casey
I Didn’t Mean It—So Can’t We
Just Move On?
“Racially
Constitutional right insensitive
A re you the kind of person who finds
it easy to forgive and forget, to turn
the other cheek? We can all think of
to free speech, don’t
we? In the case of
describes
“unforgettable” moments in our lives; Don Imus, his state- all of the times
are there such things as “unforgivable” ments were initially I have been told
moments? characterized as
“racially insensitive.”
how articulate
I have said before that I believe the
push to political correctness often Uh, no, try again. I am. The
presents a barrier to productive dialogue Racially insensitive
verbally omitted
around issues of diversity management. describes all of the
What I meant by that is this: None of times I have been told portion of that
us is perfect all the time, and we should how articulate I am. statement is ‘for
not strive for such elusive levels. But I The verbally omitted
sure did not mean that anything goes portion of that state-
a black guy.’ ’’
as long as we can throw out a vacuous, ment is “for a black
“I’m sorry” or, “Why can’t you just guy.” If I had a nickel
forgive and forget?” for every time I heard that, I’d give
You know the recent headlines— Bill Gates a run for the top of the Forbes
the Don Imus characterization of the list! Make sure you are sitting down
Rutgers women’s basketball team; Rush before reading this—even I am guilty of
Limbaugh’s “Barack, the Magic Negro”; making racially insensitive remarks. Yes,
Tim Hardaway’s self proclaimed hatred and I do this (diversity management) for
of gay people. I could go on, but you get a living. Once I was conversing with a
the point. black acquaintance who happens to be
What is mind boggling to me is not about 6 feet 7 inches tall, and I made
that these things have been put in the the assumption that he played basketball
public eye by very public people, but the in college, when in fact he had not. The
responses of those who think that people verbal derogatory belittlement referenced
should just chill out, get over ourselves, from these recent headlines is not this
forget it, put it into context (context— kind of mere insensitivity.
are you kidding me?!), and move on. Do I know the original intent of
My mind is boggled by those who have these people? Of course not and my
bestowed four out of five stars on point is not to argue that. But what is
clear to me is the lasting, indelible
YouTube for the Rush Limbaugh skit.
After all, we do have a impact. Want to see first hand what this
14 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
lasting impact can
look like, how it
becomes institutional-
ized? Take a look at a
recent film named A
Girl Like Me by a
young filmmaker,
Kiri Davis. Ms. Davis
replicated psychologist
Dr. Kenneth Clark’s
1950s social study
of the self impressions
of black children
(http://www.reel-
works.org/watch.php).
The self deprecating
images these children have of themselves
have undoubtedly been shaped in part
by this type of toxic ranting.
My point is that we can argue intent
versus impact all day long, but let’s be
real. The difference between humans
and animals is our ability to apply
reason and logic—especially before we
speak. We know what is reasonably
insensitive and what comes from deep-
seated disdain and bigotry. Whether you
consider yourself the most tolerant liberal
or the most unwavering conservative,
you would be hard-pressed to convince
me that free speech should come at the
cost of human degradation. PDJ
David Casey is VP of Workforce Development,
Chief Diversity Officer at WellPoint, Inc. His column
appears in each issue of Profiles in Diversity Journal.
There’s a place where everyone

is welcome. Where everyone is

treated the same. Boeing strongly

supports the never-ending mission

to ensure that every workplace is

that welcome place.

 Here’s a look at how PepsiCo
supports its ENGs.
by Rachel Cheeks
P epsiCo is firmly committed to lever-
aging the diversity its associates
bring to the company and to fostering
an environment which encourages these
differing views of the world. The
company’s Diversity and Inclusion
(D&I) journey had its formal
beginnings in 2000, and today it
continues to evolve.
“At its core, PepsiCo’s Employee networks are a key
ingredient in PepsiCo’s D&I strategy.
Network members act as ambassadors
Diversity and who make their influence felt by creating
positive change: taking actions that ben-
efit both the individual associate
Inclusion program and PepsiCo itself. Because of this, our
employee networks are considered
has leveraged our business partners at PepsiCo.
Since the inception of PepsiCo’s
D&I journey, three key strategies have
employee networks proved their value consistently, making a
difference in regions around the world.
In addition, a fourth strategy for innova-
to help solve real tion recently has begun contributing
tremendous business value.
business issues.”
16 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
1st Strategy: Leverage local
networks to drive organizational
change and business growth.
PepsiCo’s Global Diversity and
Inclusion Office serves as the link
between our networks and the compa-
ny’s key business agendas and processes.
As a result, each of PepsiCo’s seven
Employee Network Groups benefits
from enhanced connections with
management. The teams focus on three
components:
• Employer of Choice consists of net-
working, professional development,
membership and recruiting, as well
as associate retention;
• Partner of Choice refers
to community involvement, building
external strategic partnerships and
enhancing cultural awareness;
• Brand of Choice includes business
imperatives, such as innovation and
health and wellness; business insights,
multicultural marketing and sampling
opportunities.
 Doritos® Guacamole

Tortilla Chips, Lay’s®

Chile Limon Potato

Chips and Funyuns®

Onion Rings with

Wasabi are just some

of the recent products

2nd Strategy: Provide respective groups,
PepsiCo has rolled are just some of the
powerful connections to achieve network leaders also recent products
professional growth. identify common PepsiCo has rolled
Each year the Global Diversity and business platforms out, through its out, through its
Inclusion Office sponsors an Employee to rally around. Frito-Lay business,
Networks Leadership Conference. Frito-Lay business, that were inspired
The conference focuses on sharing best 4th by its Latino and
practices, identifying synergies, provid- Strategy: Asian employee net-
ing linkages to local and national D&I Impact our that were inspired by works. These products
agendas and building a sense of commu- innovation process have not only proved
nity. In an open forum, attendees share and appeal to its Latino and Asian popular with Hispanic
their group’s proudest moments along diverse consumer and Asian consumers,
with their opportunities and challenges. tastes, thereby but have achieved
enhancing our
employee networks. broader popularity
This exchange fosters the kind of cross-
pollination that only global, company- multicultural with other consumers
wide networks can provide. outreach. as well.
PepsiCo has reached out to diverse At its core, PepsiCo’s Diversity and
3rd Strategy: Identify communities since the 1940s, when Inclusion program has leveraged our
synergies and a common platform to the company developed a program to employee networks to help solve real
link the networks so the “Power of increase Pepsi sales to African-Americans. business issues. Members of our various
One” can be achieved across the D&I Today, innovation centers on identifying networks across PepsiCo are true D&I
and business agendas. new product flavors to match the unique ambassadors who have been instrumen-
Over the years as our networks have tastes of diverse consumers … and intro- tal with helping us move our Diversity
evolved, we have expanded their ducing new tastes to new audiences. and Inclusion journey forward.
perspectives, moving them from a local This effort has met with great success.
network focus to a national—and Doritos® Guacamole Tortilla Chips,
eventually global—level. As they Lay’s® Chile Limon Potato Chips and Rachel Cheeks is Senior Manager, PepsiCo
identify organizational issues for their Funyuns® Onion Rings with Wasabi Global Diversity and Inclusion. PDJ

P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 17
 The Catalyst Award
The evolution of diversity-and-inclusion initiatives
By Catalyst
As the global workforce evolves, so do
the diversity-and-inclusion (D&I)
initiatives created by organizations to
advance women. Early on, initiatives
focused on discrete issues, such as
childcare, eldercare, personal safety
and well being, communication and
networking, and talent management.
Today, diversity-and-inclusion initiatives
are an integral part of business strategy,
as they anticipate competitive advan-
tages, are integrated into performance-
management systems, and reinforce
their goals through stringent accounta-
bility systems.
18 P RO F I L E S I N D I V E R S I T Y J O U R N A L
The Catalyst Award: Driving
Diversity and Inclusion Forward
Since 1987, the Catalyst Award has
recognized 64 cutting-edge strategic
approaches within organizations that
have advanced women and furthered
diversity and inclusion. At first, the
Catalyst Award celebrated forward-
thinking ideas and the potential of
innovative practices. Now, the award
honors the process of making change
and proven results. Given the changing
nature of the D&I landscape in
business, it is beneficial to note the
evolution of Catalyst Award-winning
initiatives over time. The following
chronology outlines key themes in the
unique history of the Catalyst Award.
1987–1991
The first five years of the Catalyst
Award highlighted programs or efforts
that focused on bringing more women
into management and supported them
through targeted efforts: increased
work-life programs such as childcare,
eldercare, referral services; workplace
environment programs such as sexual
harassment training; and the creation of
employee networks for women. This
period also marked the beginning of
developing unique opportunities for all
women, including women of color.
M AY / J U N E 2 0 0 7
1992–1995
Catalyst Award-winning initiatives
became more sophisticated during this
next phase, building diversity and inclu-
sion into performance-management sys-
tems and processes. Many initiatives
focused on explicitly engaging women
in succession-planning, high-potential
and leadership-development discussions,
and decisions so that organizations
could retain talented women. In addi-
tion, initiatives introduced highly devel-
oped diversity task forces, steering com-
mittees, and advisory teams that sought
to engage business leaders in diversity-
and-inclusion discussions.
1996–1999
During this period, stringent accounta-
bility systems with goals tied clearly to
pay and performance held senior leader-
ship and middle management responsi-
ble for change. Initiatives also began to
include increasingly tailored business
cases for diversity and inclusion.
Monitoring the pipeline for women and
understanding emerging trends and
markets were critical elements of the
business rationale. During this interval,
an initiative from an organization based
outside of the United States or Canada
won a Catalyst Award for the first time.

2000–2003
The beginning of the 21st century sig-
naled an important step in the evolu-
tion of the Catalyst Award. Winning
initiatives showcased strong change,
whereby diversity became embedded
and integrated into cultural behavior
and practices. In these organizations,
the value of diversity in the work
environment, employee satisfaction, and
respect for workers as individuals were
critically important. A more global
workforce affected diversity-and-
inclusion efforts, and the influence
of the external marketplace and boards
of directors added new layers to
accountability.
2004 and Beyond
With greater stress on diversity and
inclusion, the most recent winning ini-
tiatives featured impressive frameworks
for driving change within organizations.
These strategies have now become inte-
grated into the business such that diver-
sity and inclusion is a business strategy
itself, rather than merely a business
influence. Diversity of thought has also
emerged as a significant factor.
Recognizing all dimensions of diversity
and inclusion is significant; this includes
regional or local customization for
sophisticated global D&I initiatives as a
critical element for success. Most
At first, the
Catalyst Award
celebrated forward-
thinking ideas and
the potential of
innovative practices.
Now, the award
notably, Catalyst Award-winning
organizations show strong links
between the representation of
honors the process
women in senior management
and business performance.
of making change
The progression in complex-
ity and approach for Catalyst
and proven results.
Award-winning initiatives
mirrors the overall evolution of
diversity and inclusion in organizations. honor roll of diversity initiatives in the
Over the past 20 years, businesses and business community.
professional services firms have become The winning models offer other
increasingly savvy about leveraging the organizations the knowledge and tools
benefits of diversity, especially in opti- to effect meaningful progress in advanc-
mizing the talents and contributions of ing women and embracing diversity and
their people and emphasizing the strong inclusion in all forms. Catalyst hopes
links with business success. that organizations can learn from and
build upon the strategies and programs
Catalyst 20th Anniversary Awards celebrated in the compendium and con-
Compendium tinue to develop cutting-edge initiatives
Although the scope and rigor of the that advance women in business. To
initiatives have increased, the central purchase a copy of the Catalyst 20th
criteria endure. These criteria— Anniversary Awards Compendium for
measurable results, accountability, your organization, visit PDJ
business rationale, senior leadership www.catalyst.org.
support, communication, replicability,
and originality—are clearly sounded in Catalyst is the leading research and advisory
the Catalyst 20th Anniversary Awards organization working with businesses and the
Compendium. This limited-edition professions to build inclusive environments
volume, which details each of the 64 and expand opportunities for women at work.
Award-winning initiatives, sets the gold To purchase your copy of the Catalyst 20th
standard for diversity and inclusion in Anniversary Awards Compendium, or for
the workplace. It serves as a benchmark more information about the Catalyst Award,
for progressive organizations and as an and to download free copies of our research
reports, visit www.catalyst.org.
P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 19
20 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
A
rmed with a master’s degree in clinical psychology, Ms. Banks—

a former adult probation officer—is responsible for directing

the diversity strategies at Deloitte & Touche USA LLP. At Deloitte,

retaining top talent often stems from empowering people to thrive

in a corporate culture that values their individuality.

Settle back and relax while this motorcycle-riding realist gives us

a glimpse into Deloitte’s diversity strategies and attitudes.

P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 21
Interview Redia Anderson Banks Deloitte
Please describe Deloitte’s global presence. Describe
the scope and scale of the company to a reader who
may not be familiar with it.
Deloitte refers to Deloitte Touche Tohmatsu, which is an organiza-
tion of member firms around the world devoted to excellence in pro-
viding professional services and advice, focused on client service
through a global strategy executed locally in nearly 150 countries.
With access to the deep intellectual capital of approximately 135,000
people worldwide, Deloitte delivers services in four professional areas
—audit, tax, consulting, and financial advisory services — and serves
more than one-half of the world’s largest companies, as well as large
national enterprises, public institutions, locally important clients,
and successful, fast-growing global growth companies.
How does Deloitte define diversity and inclusion, as
it relates to the efforts within the company?
At Deloitte the word ‘diversity’ means all aspects of an individual—
not just race, gender, sexual orientation, and ethnicity. It is also used
to describe attributes like age, thinking styles, work habits, career
aspirations and experiences.
That said, our mission has grown to be more inclusive, valuing
each of our people for all they are as well as for what they can offer.
We recognize that diversity and inclusion is something that matters
to all of our stakeholders—our people, our clients, and our busi-
nesses—and we understand that it makes us stronger as individuals,
as an organization, as a profession, and as a community.
What are the main components of your D&I
program? Is the management of D&I programs
largely U.S.-based or present throughout the
worldwide organization?
Diversity and inclusion programs and initiatives are a fundamental
part of the Deloitte U.S. Firms’ overall People Strategy and key busi-
ness drivers. That said, we actively work to deepen our commitment
to fostering a culture of inclusion by driving performance in three
mutually-reinforcing focus areas, which include:
• applying an immediate focus on recruiting and retaining
top talent;
• understanding diverse perspectives to achieve disproportionately
higher team value; and
• instilling a mindset of inclusion, rather than just removing barriers.
22 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
How do you keep diversity a priority throughout
your company? Specifically, how do you energize
people or get their buy-in for diversity?
Diversity and inclusion is tightly woven into the fabric of our organ-
ization. It is built into our People Strategy, which calls for us to
specifically meet our hiring needs by making focused efforts to
attract qualified minority talent. This is a business imperative, not a
matter of achieving some magic ratio. In addition, we make sure that
diversity is top of mind in our succession planning processes for key
senior management roles in the organization.
Additionally, through the “tone at the top” mentality of our CEO-
elect, Barry Salzberg, our leaders are encouraged to “walk the talk” by
demonstrating their own personal commitment to diversity. For
instance, Mr. Salzberg is the Chairman of the YMCA of greater New
York and on the board of the Jackie Robinson Foundation. He
regularly works with some of the country’s top historically black col-
leges and universities and has a strong presence in a variety of high
schools through Deloitte’s strategic partnership with College
Summit, a program designed to encourage more low-income kids to
go to college.
Are there unique opportunities in your industry
for implementing diversity programs?
With a little creativity and some out-of-the-box thinking, the oppor-
tunities to implement diversity programs are plentiful. Through our
strategic partnerships with universities and professional and social
organizations like INROADS, The Jackie Robinson Foundation,
Just One Break (JOB), Association of Latino Professionals in
Finance and Accounting (ALPFA), and National Association of
Black Accountants (NABA), we are able to support the communities
we serve by creating a link that reaches our team and the community.
By doing so, we can continue to create more diversity programs.
CORPORATE LEADERSHIP
What resources (financial and manpower) are
allocated to diversity? How do these reflect your
company’s leadership commitment to diversity?
There are several companywide diversity champions across the
Deloitte U.S. Firms. In addition to Barry Salzberg and myself, top
program leaders include Chief People Officer Paul Parker, and
Managing Principal of Talent Cathy Benko—all of whom show the

same level of focus and attention to our programs and initiatives.
Through their combined efforts, Deloitte has proven time and
time again that diversity and inclusion is an important differentiator
for its people and organization as well as in the marketplace. With
such programs as the Breakthrough Leadership Program, Business
Resource Groups and Efficacy Training Program, the organization
aims to provide real-life experiences that stretch people’s capabilities
while helping them learn from others. Whatever an individual’s level
is, it’s always a two-way experience, and it requires constant attention
from our leaders.
Does your company address diversity in its annual
report? Is it important to talk about diversity with
shareholders?
Each year we release a stand-alone Diversity & Inclusion annual
report that provides an overview of the organization’s accomplish-
ments from the previous year and serves as a window into the
future plans of its programs and initiatives. The annual report is an
integral part of Deloitte’s internal and external communications
around its strides to build a true culture of inclusion.
How are decisions about diversity made in your
organization? Is there a diversity council and who
heads it up? Who participates?
Guided by my own leadership and direction, internal decisions
about diversity are driven by our National Diversity Leadership
Interview Redia Anderson Banks Deloitte
THINK TANK
Twelve alumni of the Breakthrough Leadership
Program were named to a new Think Tank that advises
leadership on key business issues. Pictured with
Barry Salzberg, U.S. national managing partner, at left,
and Redia Anderson Banks, chief diversity officer, both
of Deloitte & Touche, at right, are (left to right):
Jonathan Campbell, senior manager, Deloitte Consulting
Venisa Ibarra, senior manager, Deloitte & Touche
Andres De Aguero, senior, Deloitte Consulting
Thomas Reynolds, senior manager, Deloitte Services
Ruchir Nanda, senior manager, Deloitte Consulting
Ana Maria Mendez, manager, Deloitte Tax
Kaplan Mobray, U.S. diversity recruiting leader,
Deloitte Services
Grace Garcia Yap, senior manager, Deloitte & Touche
Seidu Sumani, senior manager, Deloitte & Touche
Jenny Chang, senior manager, Deloitte & Touche
Pil Chung, senior manager, Deloitte Consulting
Enrique Olivares, senior manager, Deloitte Consulting
P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 23
Interview Redia Anderson Banks Deloitte
“There is nothing Council. The council is made
up of a diverse group of key
leaders and staff, who develop
more reassuring and
and implement policies and
programs to enable a more
satisfying than when inclusive work environment.
Also, Deloitte’s external
someone tells us that Diversity Advisory Board is an
integral part of helping the
the reason they stay organization meet and fulfill
its diversity and inclusion
goals. The advisory board
with Deloitte is
consists of six high-profile
individuals, which includes:
because of one of our
• Weldon Latham, Esq.;
progressive diversity Diversity Advisory Board
chair; partner, Davis,
Wright, Tremain LLP
programs, that
• Aida Alvarez; former direc-
allows them to feel tor, U.S. Small Business
Administration
like an important • Jewell Jackson McCabe;
chair, National Coalition of
100 Black Women; presi-
and contributing
dent, Jewell Jackson
McCabe Associates
member of our
• Omar Wasow; executive
director, Blackplanet.com
organization.”
and Harvard University
doctoral candidate
• Alice Young; partner and
24 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
National Diversity & Inclusion leaders Scott Steffens, partner; Zain
McKinney, partner; Jason Harper, principal; and Joe Dung, partner,
attended the Deloitte reception at the 2006 NABA Conference.
chair of the Asia Pacific Practice at Kaye Scholer, LLP
International Law Firm
• Richard “Dick” Macedonia; president/CEO of Sodexho, Inc.
What evidence makes you confident that you and
your team have developed momentum for the
organization in the right direction? What is the
vision for the company in five years?
In addition to industry and individual recognitions and accolades for
our work around and commitment to diversity and inclusion in the
workplace, the best barometer for our success is the feedback we
receive from our people. There is nothing more reassuring and
satisfying than when someone tells us that the reason they stay with
Deloitte is because of one of our progressive diversity programs, that
allows them to feel like an important and contributing member of
our organization.
Externally, it is a great honor to be regularly recognized for our
efforts in driving a culture of inclusion throughout the company.
Some of our industry recognitions include:
• FORTUNE Magazine’s 2007 lists for “Best Companies,”
“Most Diverse” and “Most Women.”
• DiversityInc named Deloitte & Touche USA LLP to its “Top
Companies for Diversity” (2007), “Top 10 for Executive Women”
(2007) and “Top 10 for Disabilities” (2007). The firm also made
the “Top 10 for GLBT” list (2005 & 2006).
• The Human Rights Campaign (HRC), a national gay and lesbian
organization, recently included the Deloitte U.S. Firms among the
138 major U.S. companies earning a top rating of 100 percent in
their fifth annual Corporate Equality Index.
 Interview Redia Anderson Banks Deloitte

EXECUTIVE PROFILE

Redia Anderson Banks

Title: Chief Diversity Officer, National Principal

Years in current position: Six

Education: MA, Clinical Psychology,

Trinity University, San Antonio

First job: Federal Bureau of Investigation—

Special Agent in the white-collar crime and organ-
ized crime units

Philosophy: “Never underestimate the power

of a few committed people to change the world.
Indeed, it is the only thing that ever has.”

What I’m reading: Showdown—Good & Evil,

EMPLOYEE by Ted Dekker; East of Eden, by John Steinbeck
INCLUSIVENESS
Family: Married; one son, one daughter
How does your
company gauge Interests: In addition to spending time with
inclusion of my family, I enjoy riding the Harley-Davidson
employees?
motorcycle that my husband recently gave me.
What are the
I also serve on several non-profit boards such
tests, measure-
ments and as the YMCA Camping Services, whose mission
benchmarks is to provide the resources necessary to send
(metrics) that underprivileged children to summer camp.
indicate where the
company is on the
inclusion graph?
With diversity and inclusion being a part of our People Strategy as Redia Anderson Banks delivers opening remarks to students at
well as a business imperative, accountability is extremely important Bennett College for Women at the “Women of Deloitte” panel
during the Chief Diversity Officers Forum in Greensboro, NC on
to measuring our success. We have implemented several metrics and March 21, 2007.
tools that help us gauge the impact of our efforts. First, we use diver-
sity scorecards to measure our efforts on the corporate, regional and
functional levels based on established goals and objectives. Second,
we take a look at the results of the organization’s annual Global celebrate success by recognizing our people, their individuality and
People Commitment Survey, which gives some insight into the level the differences they bring to the table each day.
of satisfaction and ongoing needs of our people at all levels.
How do you deal with those who perceive inclusion
Some say diversity is a “numbers game.” How does programs for underrepresented groups as being
your company know its culture is not just tied up in exclusionary for others? Have you encountered
numbers? How do you celebrate success? this attitude?
As previously mentioned, diversity and inclusion is closely tied to Throughout the Deloitte U.S. Firms, we firmly believe
Deloitte’s overall People Strategy and is a part of the organization’s that all of our people benefit from working in a diverse
core foundation. At our organization, it is about identifying and environment. By regularly encouraging a culture of inclusion
hiring the best-qualified, high-performing people that bring solid we work to give everyone an opportunity to thrive and
solutions to our clients. Diversity is an absolute business imperative, succeed across the organization. To do this, we emphasize the
not a matter of reaching a magic number or ratio. That said, we following:

P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 25
Interview Redia Anderson Banks Deloitte

• Ownership of one’s own career. To be successful, one has to be

empowered with excellent technical and interpersonal skills.
• We expect employees to demonstrate personal accountability and
to be proactive in the way they work individually and with others.
• We also pay close attention to civic engagement and community
involvement, as those activities foster leadership skills and demon-
strate a sense of integrity. IMPACT DAY

More than 24,000 volunteers across the country

Please describe your method for orienting new hires
into your culture. How do you educate new employ- participated in more than 500 projects during the 2006
ees about the importance of diversity? IMPACT Day, a day that the Deloitte U.S. Firms dedicate
Each new hire at Deloitte is required to take an online training to community service and professional development
course called “Diversity & Inclusion: Bottom Line Impact” within
workshops.
the first 60 days of their start
“I use this to keep date. The course offers an in-
depth look at Deloitte’s culture Pictured are Claudia Quintana, senior, Deloitte Tax, and
my team focused on of inclusion and its impact on Leonel Bueno, consultant, Deloitte & Touche, both
the organization as a whole. It
our goals: ‘Never volunteers from the Chicago Business Resource Groups,
also serves to familiarize new
hires with our Diversity & who helped to improve the overall efficiency of a
underestimate the
Inclusion policies, programs and school library by coding and reorganizing books.
power of a few initiatives. The involvement of our BRG members enhances our
committed people marketplace profile as a great place to work through
Can you name specific
to change the ways your company business development, community service and
supports upward devel- professional development workshops.
world. Indeed, it is
opment toward manage-
the only thing that ment positions?
With opportunities for profes- business skills while networking with the leadership as well as
ever has.’” sional development and career their peers.
growth being an important
driver for recruiting and retaining top talent, we have developed and • Breakthrough Leadership Program, a comprehensive, cross-func-
implemented a variety of programs for our people at all levels. tional professional development program for high-performing
Among them are the: managers and senior managers, designed to groom the next gener-
ation of minority talent.
• Future Leaders Apprentice Program (FLAP), which was developed
to help us recruit accounting students and fill the talent pipeline. • Business Resource Groups, also known as employee networks or
Participants receive $5,000 to help pay the costs of their under- affinity groups, are open to all professionals within the Deloitte
graduate or graduate education. Once they start working within U.S. Firms and enable people with like interests and/or back-
the Deloitte U.S. Firms, they have the benefit of a mentor and grounds to network and share best practices. The BRGs include
enrollment in a two-year leadership development curriculum. the Asian BRG; Deloitte’s Parents Network; Gay, Lesbian,
Bisexual, Transgender and Allies and the Women’s Initiative, to
• Efficacy program and seminars for new hires, which give new name a few.
minority staff members the opportunity to begin building their

26 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
 The Deloitte U.S. Firms' leadership panel discussion
at NABA 2006.

Left to right: Chet Wood, chairman and chief executive

officer of Deloitte Tax; Tony Reid, principal; Jim Brady,
regional managing partner; Redia Anderson Banks,
chief diversity officer; and Allen Thomas, partner.

Where does your personal belief in diversity and different times. Having a personal “My mentors consist of
inclusion come from? Who were your role models, board of directors has enriched my
or was there a pivotal experience that helped life and enabled me to achieve my a diverse group of
shape your view? professional and personal goals and
My personal belief in diversity comes from my father. I have a sis- objectives. individuals that I call my
ter with cerebral palsy who was denied access to the public school
system when we were growing up. In an effort to ensure that she What are your specific
“personal board of
received an education, my father wrote letters to the school and responsibilities for advanc-
our congressman, fought hard to be heard at education board and ing diversity and inclusion
directors.” Nearly 50
town meetings and played an integral role getting a law passed that in your organization?
gave her the opportunity to learn. As a result of his efforts, my What are the strategies
percent of them are a
sister earned her BBA from the University of Texas, San Antonio. you employ to move inclu-
I admire my father’s fortitude and belief in what is right. He sion forward? part of corporate America
has a strong ability to have a vision and work toward it, ultimately As Deloitte’s Chief Diversity
opening doors for people who are unable to do it for themselves. Officer, I am responsible for setting and the other half are
As Deloitte’s Chief Diversity Officer, I work to apply these the strategy for the firm’s diversity
same ideals and principles to what I do each day. At our organiza- and inclusion programs so that we not. Through them I
tion, Diversity & Inclusion is the vehicle that enables all of our are actively attracting and retaining
people to achieve success, regardless of their differences. the best talent in the marketplace. receive a broad range
In order to move inclusion forward
How did you get to your present position? throughout our organization, my of perspectives and
What was your career path? team and I work to support
In 2001, I was recruited by Deloitte to further develop and drive Deloitte’s business objectives for guidance that help to
its evolving diversity and inclusions programs. I was brought on growth and profitability through
board as a direct admit principal. talent pipeline management, en- inform my decision-
Prior to joining the organization, I was a human resources exec- couraging a culture of inclusion and
utive at a major pharmaceuticals company, where I oversaw expe- driving brand eminence and mar- making process.”
rienced hire recruiting and served as an HR generalist. Since this ketplace recognition.
was more than 15 years ago, I had the good fortune to be a part of
the discussion around work-life balance and workplace diversity Have you any “mottos” to rally your team
issues, as they were just starting to surface. My very forward-think- regarding D&I?
ing boss at the time asked me to take on developing the first There is a quote by 20th century anthropologist Mary Mead that
iteration of diversity programs for the company. goes, “Never underestimate the power of a few committed people
to change the world. Indeed, it is the only thing that ever has.” I
Who were/are your mentors? What about their use this to keep my team focused on our goals.
business skill or style influenced you? How did
they help in your professional and personal life? What has been your proudest moment as leader in
Are you mentoring anyone today? this company?
My mentors consist of a diverse group of individuals that I call my I am extremely proud of many of Deloitte’s accomplishments
“personal board of directors.” Nearly 50 percent of them are a part around workforce Diversity and Inclusion so it is very difficult for
of corporate America and the other half are not. Through them I me to choose just one. Frankly, each time one of our people tells
receive a broad range of perspectives and guidance that help to me that a program or initiative has empowered them to achieve
inform my decision-making process. their personal and professional goals or has allowed them to feel
Given their varying backgrounds and points of view, I am able like an important and contributing member of our organization, I
to look to each of them as a sounding board for different things at know that we are on the right track.
PDJ
P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 27
28 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 29
 Corporate
Philanthropy
Aflac joins
in the fight
against pediatric
cancer
A flac is well-known for building
relationships throughout
communities, but no relationship
is more meaningful to the company
than the one with pediatric cancer
patients.
Over ten years ago, Aflac’s
connection with childhood cancer
research and treatment began when
the corporation pledged $3 million
to Egleston Children’s Hospital in
Atlanta. After the hospital merged Buffy Swinehart
with Scottish Rite Children’s Manager, Cause Marketing
Hospital, the Aflac Cancer Center and Philanthropy
and Blood Disorders Service Aflac
of Children’s Healthcare of Atlanta
was formed.
In 2006, employees gave nearly 6,000 volunteer hours,
and the company donated almost $4 million to this cause.
Each month, employees visit the facility to play bingo with
the patients, while Aflac’s sales agents have given over
$17 million from their own salaries. This spirit of giving
comes from the top. Recently, Dan Amos, Aflac’s chairman
and CEO, received the Starlight Foundation Award for his
work with childhood cancer patients and their families.
The Aflac Duck joins in the fight
When the Aflac Duck was born, its popularity
with consumers garnered the company instant
name recognition. Now, the spokesduck splits
its time between promoting Aflac insurance and
spreading the message about pediatric cancer. Specially-
themed plush ducks have been sold with proceeds benefiting
research and treatment for the disease.
30 P RO F I L E S I N D I V E R S IT Y J O U R N A L M AY / J U N E 2 0 0 7
Programs that help
the fight
• Aflac Holiday Duck—More than
$1 million raised, over 73,000 collectible
ducks sold with proceeds benefiting
32 pediatric hospitals nationwide.
• Aflac Family Baseball Nights—
Courtesy of Aflac, pediatric cancer
patients and their families in 15 cities
are invited to an entertaining night of
baseball.
• Aflac All-American Baseball Classic—
National, premier high school baseball
event for senior athletes. Over 28 MLB
first-round draft picks have been alumni of the game.
Proceeds benefit childhood cancer research.
The Aflac Cancer Center is one of the top five pediatric
cancer care hospitals in the nation, treating more than
300 newly diagnosed cancer patients and over 1,000
sickle cell patients each year. Employees and agents have
provided countless volunteer hours and contributed over
$35 million to help make it one of top five pediatric cancer
care hospitals in the nation. PDJ
C O R P O R AT E P R O F I L E
Name: Aflac, Inc.
Headquarters: Columbus, Georgia
Web site: www.aflac.com
Primary business: Voluntary benefit offerings
Employees: 4,300 employees with over 63,000
sales agents nationwide
Aflac
 Creativity means taking
a chance. And that’s
the only way to grow.
I’m interested in a lot of different things. At Hallmark—
working in several different departments—
I’ve had the chance to explore all those interests.
With every job, I came in as a beginner and grew to be an expert.

Within one opportunity, there is always another.

As a creative person, advancing in my career gives me even more
freedom to express myself. I use my mind in ways I never imagined.
That’s what lets me say I love where I am and I love what I do.

rachel britt—production art supervisor

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

for infor mat ion on hal lmar k care er opp ortunit ies, v isit www.hal lmar k.com/care ers.
© 2007 hal lmar k licensing , inc.
 Corporate
Philanthropy

Bank of the West

invests in the
future with
Operation Hope

S ince 2000, Bank of the West has

been a strong supporter of
Operation Hope, a growing provider
of financial literacy programs and
catalyst for “silver rights,” an
agenda focusing on wealth-building
and urban development for people
and communities in poverty, regard-
less of color or ethnicity.
Founded in 1991 in the wake of
Top: John Bryant, right, is with Chairman and CEO
civil unrest in Los Angeles, Don McGrath in an Oakland classroom.
Operation Hope is headed by John
Bryant, a charismatic young leader Above: Art Shingleton, left, CEO Don McGrath and
John Bryant, right, at a Federal Reserve-hosted
and entrepreneur who has taken his Art Shingleton meeting in San Francisco last fall on “silver rights.”
message of financial empowerment SVP/Community Affairs
through education into governmental Bank of the West
and national arenas, earning the
cooperation and praise of major banks, regulators high profile support from Mayor John Hickenlooper and
and elected officials. Superintendent Michael Bennet, which is typical of the
Operation Hope’s primary program is “Banking on our community support that greets “Banking on our Future.”
Future,” which brings volunteer bankers into elementary, Operation Hope and Bank of the West also cooperate in
middle school and secondary classrooms to increase student a joint venture, hybrid banking institution in Oakland’s
awareness of what intelligent saving, spending and use of Fruitvale neighborhood. The “HOPE Center” combines a
credit can mean for their futures. traditional Bank of the West branch with a financial counseling
Bank of the West, whose Chairman Don McGrath sits center and a cyber-café where clients have free access to the
on Operation Hope’s board of directors, has invested or Internet to research personal finance options. Users of the
committed $835,000 to date in support of Operation Hope facility can get computer training and credit counseling as
and has provided an additional $1 million in such in-kind well as assistance with mortgage applications and even small
services as volunteer banker/teachers and facility space. business planning and SBA application help. PDJ
Through these investments, Bank of the West was able to
launch the financial literacy
program in Oakland, Portland
and Denver between 2003 and C O R P O R AT E P R O F I L E
2006. Bank of the West Name: Bank of the West
banker/teachers have Headquarters: San Francisco, California
contributed more than 300 Web site: www.bankofthewest.com
hours to classroom presenta- Primary business: Commercial bank
tions before nearly 2,500 Employees: 9,735 FTE
inner city students.

Bank of the West

The launch of Denver’s
program in 2006 included

32 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
 Corporate
Philanthropy

CREW Careers : TM

building opportunities,
one brick at a time

C larissa King is a 16-year-old high

school junior in Northwest Dallas.
Without even knowing it, she is build-
ing her future one brick at a time.
For the last three years, Clarissa,
who is a member of Girls, Inc., has
Top: The CREW Careers Charlotte class of 2007 takes a
attended the CREW Careers™ program field trip to the Home Federal Savings and Loan
in Dallas. CREW (Commercial Real Building in downtown Charlotte. The girls played
Estate Women) Careers takes place in “This Old Building,” a game to determine the best
26 cities in North America. Through reuse, then met with the actual developers.
this program, Clarissa and more than Above: A CREW Careers instructor takes students on a
800 other girls have learned about the field trip to a vacant office building in downtown
facets of commercial real estate: design, Charlotte. The girls made their own plans for how to
architecture, brokerage, leasing, devel- redevelop the building, then met with the actual
Anne DeVoe Lawler developers.
opment, law, appraisal and many other 2007 Chair
fields.
CREW Foundation
The girls also learn about them-
selves. Commercial real estate remains one of those profes- to encourage girls to consider commercial real estate
sional fields that is white male-dominated. Through inde- careers as an option.
pendent research, CREW Network, and its philanthropic • Starbucks and KeyBank join as strong multi-year lead
arm, the CREW Foundation, documented pay and promo- donors. Other donors are the law firms Holland &
tion disparities between men and women in this field. Knight and Akerman Senterfitt; McCarthy Building
CREW Careers was conceived as a program to better the Companies; National Association of Industrial and Office
work environment for women in commercial real estate. The Properties (NAIOP); and Regency Centers. Other part-
classroom modules and onsite, hardhat tours are a way of ners include Appraisal Institute Education Trusts, CREW
removing the psychological barriers that prevent even greater Miami, Grant Thornton LLP and Perkins Coie, LLP.
numbers of women from choosing this career path. With girls like Clarissa in mind, these companies are
“Having mentors and role models from CREW has given helping build a solid foundation for women and for the
me the chance to explore the different careers in commercial commercial real estate world, which will benefit from a more
real estate. My involvement has created a curiosity to learn diverse workplace. PDJ
more and possibly consider
studying commercial real
C O R P O R AT E P R O F I L E
estate after high school,”
Name: CREW Foundation, CREW Network
Clarissa said.
Headquarters: Lawrence, Kansas
Companies that under-
Web site: www.crewnetwork.org
stand the value of diversity in
Primary business: A professional association dedicated to the success of women in
the workplace fund CREW
Commercial Real Estate
Careers:
Employees: More than 7,000 members
• Cushman & Wakefield is

CREWFoundation
the Global Executive Donor
of CREW Careers, making
a multi-year commitment

P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 33
 Corporate
Philanthropy

CVS All Kids Can™

offers children with
disabilities the
opportunity to learn,
play and succeed

P lay time for eight-year-old Sarah

has meant sitting in a wheelchair
watching her friends ride swings, climb
up ladders and race down the slide.
Cerebral palsy may limit Sarah’s ability
to sit, stand and walk, but her
condition has never limited her
Top: Jeb Bush, former Governor of Florida, celebrates
ability and desire to laugh and play the groundbreaking of a new CVS All Kids Can
with her friends. Boundless playground with 8-year-old Sarah Busansky
Soon, Sarah will enjoy her own and her mom, Stefani, at Jorge Mas Canosa (Riverside)
day at the park, thanks to a new Park, in Miami.
barrier-free playground under develop- Above: Groundbreaking—David Rickard, Executive Vice
ment in her community. Hers is one
of countless success stories generated, Eileen Howard Dunn President of CVS Caremark, breaks ground on a new
CVS All Kids Can Boundless playground with Jeb Bush,
in part, by CVS All Kids Can™, Vice President former Governor of Florida, and Manuel Diaz, Miami
Corporate Communications Mayor, along with children from the community at
a five-year, $25 million commitment Jorge Mas Canosa (Riverside) Park.
by the CVS Caremark Charitable Trust CVS Caremark
and CVS Caremark to support
children with disabilities.
CVS All Kids Can and one of its partners, Boundless the importance of inclusion; and to provide medical rehabili-
Playgrounds , celebrated with Sarah during a groundbreaking tation and related services to children with disabilities.
®

ceremony for another Boundless playground at Jorge Mas “CVS All Kids Can creates positive outcomes and
Canosa (Riverside) Park, in Miami. The CVS Caremark long-term success for children with disabilities by increasing
Charitable Trust pledged $950,000 to help complete eight opportunities for learning, physical activity and play. In
of these playgrounds under construction in south Florida. many cases we support settings which bring children with
The cornerstone of the company’s philanthropy efforts, disabilities together with their typically developing peers.
CVS All Kids Can is committed to making life easier for In the end, our work truly benefits children of all abilities,”
children with disabilities. In addition to Boundless says Eileen Howard Dunn, Vice President, Corporate
Playgrounds, CVS All Kids Can partners with Easter Seals Communications, CVS Caremark.
PDJ
and Meeting Street, a nationally and internationally
recognized innovator in
educational and therapeutic C O R P O R AT E P R O F I L E
services for children with Name: CVS Caremark Corporation
disabilities and developmental Headquarters: Woonsocket, Rhode Island
delays. CVS All Kids Can Web site: www.cvs.com
aims to build barrier-free Primary business: Integrated pharmacy services
playgrounds so children of all Employees: 182,000
abilities can play side-by-side;
to raise awareness in schools

34
and local communities about

P RO F I L E S I N D I V E R S IT Y J O U R N A L M AY / J U N E 2 0 0 7
CVS Caremark
 Corporate
Philanthropy

Nashville Area
Habitat for Humanity
and DaimlerChrysler
Financial Services
kick off largest Prior to becoming home owners, Habitat for Humanity partner families
must complete 475 hours of “sweat equity” at the build site and in the
Habitat build classroom. Yvette T. stops from building her new home, for a moment,
to pose with three vice presidents from DaimlerChrysler Financial
Services. The Nashville Area Habitat for Humanity
in Nashville built a record 50 homes in 2006, 38 locally and
12 abroad. From left: Richard Howard, VP,
history DaimlerChrysler Truck Financial; Chris McCarthy,
President and CEO, NAHFH; Yvette T. (recipient);
William F. Jones Jr., VP, Chrysler Financial; and
Jürgen Rochert, VP, Mercedes-Benz Financial.

DCFS representatives plan to return

Y vette T. recalls a time in her life
when she thought financial issues
would make becoming a homeowner
to Nashville
monies for
and attend dedication cere-
the families that are purchasing
impossible. She said, “All the odds these homes. The dedication ceremony
were against me. If it were not for this will be held Sunday, April 29, 2007.
opportunity through Habitat, I think “With the help of DaimlerChrysler
we would always live in an apartment Financial Services we can finish the 140
and never get out of the cycle of poverty.” Klaus Entenmann Habitat homes in Providence Park in
Yvette T. is one of 16 families President and CEO 2007,” said Chris McCarthy, NAHFH.
whose lives will be transformed by the “Then, the neighborhood and community
DaimlerChrysler Financial
largest Habitat for Humanity effort in will be complete for everyone to enjoy.”
Services Americas LLC
Nashville history. More than 600 DaimlerChrysler Financial Services
employees constructed wall panels for has partnered with Habitat for Humanity
14 new Habitat homes in the Ryman in communities across North America.
Exhibit Hall at Nashville’s Gaylord Opryland Hotel. DCFS regularly schedules community volunteer activities as
The homes will be completed in Nashville Area Habitat part of its meeting and conference programs.
for Humanity’s (NAHFH) all-Habitat Providence Park DaimlerChrysler Financial Services Americas LLC
community this spring. DCFS employees scheduled the provides brand-specific financing for automotive dealers’
volunteer activity as part of their annual Field Sales inventories and their retail consumers, and conducts business
Conference in Nashville. as Chrysler Financial and Mercedes-Benz Financial.
“Habitat for Humanity helps people to help themselves DaimlerChrysler Financial Services is one of the leading
and to break the vicious cycle of poverty through home financial services organizations worldwide.
ownership,” said Klaus Entenmann, President and CEO For more information, visit their Web site at:
of DaimlerChrysler Financial Services Americas LLC. www.daimlerchryslerfinancialservices.com/na. PDJ
“We are pleased to partner with Habitat
for Humanity to build on our commit-
ment to financial empowerment in our C O R P O R AT E P R O F I L E
communities.” Name: DaimlerChrysler Financial Services Americas LLC
“We will provide the building Headquarters: Farmington Hills, Michigan
materials, tools and safety equipment Web site: www.daimlerchryslerfinancialservices.com/na
necessary to construct the interior and Primary business: Automotive finance
exterior walls,” said Gary Bigelow, Employees: 5,600
COO of NAHFH. “The experience will

DaimlerChrysler
be similar to the build site without
concern for the weather.”

36 P RO F I L E S I N D I V E R S IT Y J O U R N A L M AY / J U N E 2 0 0 7
 [ BANK OF THE WEST ]

WANT
W A TOO WOR
ANT WORKK FOR A
TTRULY
TRUL GGREAT
LLYY GREAAATT BANK??

AATT BANK
BAANK OF THE WEST
WEST,
T, WE BELIEVE OUR
O CUSTOMERSS ARE
WELLL SERVED BY EMPLOYEES
WELL EM
MPLOYEES WHO ARE WELL SERVED.
SERVVED.
Different perspectives
p generate freshh ideas. That’
That’ss why at Bankk of the W West,
est, we value dive
diversity
ersity and
equal opp ortunity for all our employe
opportunity ees. YYear
employees. ear after year
year,, we continue
conttinue to grow stronger thanks
thannks to our
unique bleend of people. After all, in to
blend oday’s competitive banking environment,
today’s e it is our emplooyees with
employees
innovativee ideas that keep us a step ahead of the rest.rest

www.bankofthewest.com
www.bankofthewest.com

Bank of the W
West
est and its subsidiaries
subsidiariees are equal opportunity/affirmative action employers.
employeers. M/F/D/V © 2007 Bankk of the W
West.
est. Member FDIC.
 Corporate
Philanthropy

Key grant helps

homeless access
job training

One of the first graduates receiving his

certificate of completion. Nine people graduated
in December, 2006; eleven in March and three
in June, 2007.

says Margot J. Copeland, chair of the

M ore than 130 residents of the
YMCA of Greater Cleveland’s
award-winning transitional housing
Key Foundation and director of
corporate diversity and philanthropy
program, Y-Haven, now have the at KeyCorp. “By providing job training
opportunity for job training and place- and placement opportunities, this
ment through a new vocational program transforms the lives of its
project, “Green Team,” made possible participants as well as positively affecting
by a $150,000 Key Foundation grant. the community at large by fostering
Margot J. Copeland a healthier economy and elevating
Named for its focus on placing
Chair of the Key Foundation civic spirit.”
individuals in cleaning and mainte-
nance industry jobs, Green Team Director of Corporate Key Foundation is a private
includes the classroom and field Diversity & Philanthropy foundation funded by KeyCorp.
training needed to develop work-related KeyCorp Charitable grants are given by the
skills and proficiency. The curriculum foundation to charitable organizations
consists of two weeks of orientation, in the communities that Key serves.
training preparation and initial skill assessments; one week Grants from Key Foundation principally support organiza-
of Occupational Safety and Health Administration (OSHA) tions and institutions that promote economic independence
training and related safety issues; six weeks of practical through financial education and workforce initiatives that
implementation and skills testing; and a final week of review foster diversity and inclusion. PDJ
and written tests of skills, knowledge
and safety procedures.
“Key is a long-time supporter of the YMCA,” says
Glenn Haley, president and CEO of the Greater Cleveland C O R P O R AT E P R O F I L E
YMCA. “Their donation to our Green Team project Name: KeyCorp
provided a much-needed revenue stream to expand Headquarters: Cleveland, Ohio
Y-Haven’s services and offer additional employment Web site: www.key.com
opportunities to our community’s homeless population.” Primary business: Banking (Key companies provide
Over their two-year transition with Y-Haven, the men investment management, retail and commercial banking,
of Green Team will provide quality maintenance to consumer finance, and investment banking products and
contracted sites, establishing a revenue stream to help sustain services to individuals and companies throughout the
the program. These men will then gain employment upon United States and, for certain businesses, internationally.)
graduating from the Y-Haven program. Employees: 20,000
“Green Team epitomizes our efforts to invest in programs

KeyCorp
and organizations that promote workforce development,”

38 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
“OUR GREATEST ASSET IS OUR
DIVERSITY. TOGETHER, WE DRIVE
INNOVATION.”
Earl Exum, Director, Global Repair Services

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

www.pw.utc.com
 Corporate
Philanthropy
Motorola support
brings Chicago
girls closer
to science
M otorola and the
Motorola Foundation
(www.motorola.com/giving) cultivate
the skilled scientists and engineers
needed to create tomorrow’s new ideas
by supporting programs that inspire
young people, particularly girls and
underserved minorities, to embrace Eileen Sweeney
science and math at an early age. Director
The Motorola Foundation’s Motorola Foundation
$60,000 multi-year commitment to
Project Exploration (www.projectex-
ploration.org) supports its Sisters4-
Science program, which combines
science exploration with leadership
development for approximately 100
minority middle- and high-school girls in Chicago.
Sisters4Science creates a safe space for girls to explore
science, exposes girls to a wide variety of women scientists,
and develops leadership and communication skills. Women
scientists regularly assist with Sisters4Science sessions on
topics ranging from anatomy to paleontology and
engineering to chemistry.
For example, during a recent “World of Engineering”
project, students experienced the various disciplines of
engineering. A computer engineer worked with the girls to
design a Web page. An industrial engineer led the girls in
“acting out” the production process, having them calculate
the cost of materials and identify the pros and cons of manu-
facturing the product. A mechanical engineer had the girls
design a paper car that could travel the farthest distance with
one puff of air.
Together the girls attended the Northwestern University
School of Engineering’s annual career day for girls, where
40 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
Project Exploration’s Sisters4Science program
uses female scientists to engage girls in
exploring science.
they visited engineering labs, observed
professors and students doing real science
experiments and participated in hands-
on design activities.
In the past seven years, 92 percent
of Project Exploration students have
graduated from high school and
57 percent have enrolled in a four-year
college. Girls who participate in Project
Exploration’s programs are majoring in
science at rates five times the national
average. These statistics are exciting
because the program targets students
from low-income families who are not
necessarily academically successful.
“I already feel successful.
[Participating in Project Exploration] feels like
an accomplishment already. If I can do this,
what else can I do? I think I have a future
in science. Before, I didn’t really think much
about it.”
- Britney, 13, current student, first-year participant
PDJ
C O R P O R AT E P R O F I L E
Name: Motorola
Headquarters: Schaumburg, Illinois
Web site: www.motorola.com
Primary business: Wireless and broadband
communication
Employees: 70,000
Motorola
 healthy business
As a recipient of a recent award
from the INROADS program,
UnitedHealth Group is becoming
better known for its efforts in
supporting educational oppor-
tunities for African-American,
Hispanic and Native American
college students. This year, the
UHG Foundation will be offering
over $700,000 in scholarships
to diverse minority and rural
students.
Diversity creates a healthier atmosphere:
An equal opportunity employer. M/F/D/V.
a rare combination
At UnitedHealth Group, we are a healthy business in more ways than
one. We are a Fortune 100 company identified as one of the two most
admired companies in the health care industry by rankings published
in Fortune magazine. Each day we also have the privilege to make a
significant difference in someone’s life. Sound like a rare combination? It is.
We are UnitedHealth Group…
Whether it’s a nurse answering questions on the phone, a technologist managing a health
information database or any of us holding thousands of positions at UnitedHealth Group, each
person’s role is important. Every single one of us is valued. Become one of us! Join one of our
winning teams and you’ll be inspired to discover your own mix of professional advantages and
personal rewards.
At UnitedHealth Group, we believe diverse viewpoints, cultural backgrounds, beliefs, lifestyles,
and a number of various dimensions of difference are assets – assets that help us generate the
innovations of tomorrow. You can join our dynamic culture of excellence at any of our 200 loca-
tions across the U.S. Here are just few areas with available positions:
• Finance • Nursing
• IT • Marketing
• Actuarial • Operations
• Medical Directors • Sales
To find out more about these and other opportunities with UnitedHealth Group nationwide and
to apply online, visit our CAREERS page at www.unitedhealthgroup.com. Feel free to perform
a search using location and/or keywords. Or, you may send your cover letter and resume to
DiversityOffice@uhc.com. UnitedHealth Group offers a full range of comprehensive benefits,
including medical, dental and vision, as well as a matching 401(k) and an employee stock
purchase plan.
At UnitedHealth Group, we want to celebrate you as a unique individual, complimenting the richness of
our diverse culture and talent. UnitedHealth Group is an equal opportunity employer.
 Corporate
Philanthropy

Nationwide
encourages
and rewards Nationwide Associate Kimberly Branham tutors a
fourth-grade student in reading—a volunteer
volunteerism opportunity she found through the On Your Side
Volunteer Network.

understand the important impact her

C ommunity involvement at
Nationwide extends beyond the
boundaries of financial contributions.
words and actions can have on another
person. “When I gave the student that
Nationwide associates donate thou- Chad A. Jester I tutor a Valentine’s Day card, he just lit
sands of hours every year, putting their President up. That meant a lot,” she said.
hands, hearts and minds at the service Nationwide Foundation The On Your Side Volunteer
of their communities. and Vice President Network also enables associates to track
In September of 2005, the company Corporate Citizenship the hours they spend volunteering and
launched the On Your Side Volunteer & Customer Relations provides incentives for participation,
Network, an innovative, Web-based such as the ability to earn paid time off,
program that helps associates search for grant money for their volunteer organiza-
and find volunteer activities that match their locations, tion and internal recognition.
availability, personal passions and skills. Leilani Shaw, a Nationwide associate who volunteers
So far, the program has energized more than 3,000 with Children & Families of Iowa, says the program
Nationwide associates to log nearly 40,000 hours of service. demonstrates the company’s commitment to associates.
And while these activities are having a direct impact on the “When Nationwide began allowing associates to volunteer
landscape of communities across the country, associates say their time and donate to the nonprofit organizations of their
they, too, are reaping the benefits of volunteerism. choice, it showed they have a consideration for our values
Nationwide Associate Kimberly Branham volunteers as a and needs,” she said.
Girl Scout Troop Leader and as a tutor for a fourth-grade PDJ
child. She says her involvement has helped her contribute to
her community, and also to her own development.
C O R P O R AT E P R O F I L E
“As a scout leader, I feel that if I can get a group of
Name: Nationwide
hormonal preteens to peacefully exist at camp for three days,
Headquarters: Columbus, Ohio
I can handle anything! And in the process of helping the
Web site: www.nationwide.com
girls, I’ve developed so many skills that help me in the
Primary business: Insurance and financial
workplace and in my personal life,” she said.
Employees: About 35,000
Community involvement has also helped Branham

42 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
Nationwide
His legacy lives on.

Thurmond B. Woodard
Chief Ethics, Privacy & Compliance Officer
Vice President, Global Diversity

1949 - 2007

“Thurmond, in life and forever in our memory, provides us a lasting model of

what we stand for, what we should strive for and why it matters.”
Michael Dell
 Corporate
Philanthropy
Office Depot turns
in-kind donations
into treasure
W hen one person can’t find a use
for something, someone else
often views the same item as if it were
worth its weight in gold. This phe-
nomenon can be seen every day in the
case of the thousands of products that
Office Depot donates to Gifts In Kind
Mary Wong
President
International (GIKI) each year.
Office Depot Foundation
Numerous items for which the leading
office products company no longer has
a use are exactly what hundreds of
nonprofit organizations around the
nation and throughout the world do
need. It’s a classic win-win situation!
“Office Depot is recognized for its leadership in product
donations. Each year nearly a thousand nonprofits receive
free and useful office supplies through Gifts In Kind
International’s partnership,” says Barbara Florence, the
organization’s vice president for donor development.
“We are honored to work side-by-side with Office Depot.”
Since establishing the partnership in 2001, Office Depot
has donated hundreds of thousands of products worth
tens of millions of dollars through GIKI. Each of the
company’s retail stores and warehouse facilities is
matched with a local charity, which receives ongoing
donations ranging from office supplies and furniture to
technology products, computer software and accessories.
These items enable charities to stretch their budgets and
maximize their resources for the delivery of critical
community services. In addition, school supplies
donated by Office Depot help to ensure that children
from low-income families have the resources to reach
44
their full potential.
P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
Through Office Depot's GIK program in Houston,
TX local charities like the United Way receive
school and office products and distribute them
to deserving charities.
The impact of these in-kind
donations is widespread and profound.
Supplies that Office Depot donated to
the Idaho PTA were given to a school
that had lost most of its library and
offices in a fire. In Delaware, scrapbooks
and supplies from Office Depot became
holiday gifts that helped disadvantaged
teens to exercise their creativity and
imagination. And in Alexandria, Va.,
the donations enabled a local YMCA to
supply its “Operation Hero” homework
help program for an entire school year.
Office Depot also regularly makes in-kind product
donations to Feed The Children and the SHOPA Kids in
Need Foundation’s nationwide network of resource centers
for teachers. The contributions clearly demonstrate the
company’s commitment to serving the community, while
also helping to protect the environment by reducing waste.
In that respect, the program is actually a win-win-win!
PDJ
C O R P O R AT E P R O F I L E
Name: Office Depot
Headquarters: Delray Beach, Florida
Web site: www.officedepot.com and
www.community.officedepot.com
Primary business: Office supply products and services,
technology, office furniture
Employees: 52,000 associates globally
Office Depot
 Corporate
Philanthropy

ONEOK’s
commitment
to improving VWE’s commitment to serving communities and
changing lives: Employees of Texas Gas Service,
communities a division of ONEOK, contribute time and effort
as Volunteers With Energy members to complete
a Habitat for Humanity House in the Austin,
Texas area.

through Volunteers With Energy. He

O NEOK, Inc.’s Volunteers With
Energy program (VWE) was
founded in 1993 and encompasses the
remembers well why he pledged to dedicate
so much time to VWE’s Habitat for
tri-state region of Oklahoma, Kansas Humanity projects: He was given a personal
and Texas—areas where the majority of tour by a seven-year-old child of the first
its employees work and live. Its mission house he helped build. “Working alongside
is to improve the quality of life by Ginny Creveling that family for so long and then seeing that
helping others through volunteer Executive Director child experience something that, in his
participation in community service ONEOK Foundation mind, was so grand was very emotional,”
projects and civic activities. Novak says.
ONEOK, headquartered in Tulsa, ONEOK is a long-standing supporter of
Okla., is a diversified natural gas Habitat for Humanity. Oklahoma Natural
company that distributes natural gas to Gas and Kansas Gas Service, both divisions
more than two million customers, mar- of ONEOK, have also dedicated numerous
kets gas to its customers—primarily local gas distribution hours and labor through VWE helping to build homes in
companies—and is the general partner of ONEOK Partners, their communities.
one of the largest publicly traded master limited partnerships Volunteers With Energy is about more than fulfilling a
in the country. FORTUNE magazine recently recognized civic duty. For the ONEOK volunteers who graciously give
ONEOK as one of the most admired companies in America up weekends and evening hours, it is about really making a
and the number one energy company. difference in the communities in which they live and work.
Since 2003, VWE has answered the call of more than “Volunteering is the importance of serving others,” says
400 requests for volunteers. In 2006, 1,245 ONEOK employ- former VWE Chair Mae Williams. “Our impact has changed
ees donated more than 9,250 hours of volunteer service. lives and encouraged others to do the same.” PDJ
Bill Novak, a
financial accountant C O R P O R AT E P R O F I L E
with Texas Gas Name: ONEOK, Inc.
Service, a division Headquarters: Tulsa, Oklahoma
of ONEOK, val- Web site: www.oneok.com
ues the time he Primary business: A diversified energy company and the general partner and 45.7 percent
has invested owner of ONEOK Partners, L.P.
building houses Employees: 4,544
for Habitat for

ONEOK Foundation
Humanity

P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 45
 Corporate
Philanthropy

Oracle named
Corporation of the Year
by the United Negro
College Fund

One such student is Aduramigba

O racle received the Corporation of
the Year Award at the United
Negro College Fund (UNCF) Annual
Awards Dinner held in January 2007 at
the Oakland Marriott City Center in
Oakland, California. During the award
ceremonies, Oracle was recognized for
Jane Robertson
Senior Director
its outstanding commitment to the
Oracle Diversity
education of today’s youth.
A Partnership that Makes
a Difference
Oracle has had a unique partnership with the UNCF since
1998. The company’s support has made it possible for UNCF
member schools to have access to state-of-the-art technology
as well as the funds necessary to give students a quality
education.
In 2002, Oracle was asked to play an integral part in the
UNCF Technology Enhancement Capital Campaign, a
program to provide historically black colleges and universities
access to advanced teaching and learning methods, and
cutting edge technology within degree programs.
Oracle answered with a donation of $9 million in
database management software and $1 million for training
faculty and students in the use of this new software.
In addition, Oracle also instituted the Oracle Scholars
Program, that provided over $446,000 in scholarships for
young men and women majoring in accounting, business
administration, engineering, finance, human resources,
and marketing. These students receive grants to complete
their studies during the school year and in the summer
Sopeju from Benedict College. “During
the summer of 2006, I had the opportunity
to intern at Oracle,” says Sopeju. “My
project involved the development of busi-
ness and human resources applications. At
the end of the summer, I was able to build
and deploy two applications. I was also
able to learn some managerial skills.”
Last year, Oracle realized the critical
need for additional assistance for young
people in certain economically distressed
areas. A Community Impact Grant of $250,000 was awarded
to young people from Bayview-Hunter’s Point, Richmond,
East Palo Alto, East Oakland, and Marin City. With this
grant, they will have an opportunity to receive the college
education they deserve and break the cycle of poverty.
PDJ
C O R P O R AT E P R O F I L E
Name: Oracle
Headquarters: Redwood Shores, California
Web site: www.oracle.com
Primary business: Enterprise software
Employees: 68,000+

Oracle
have an opportunity to intern at Oracle and receive special
mentoring from company employees.

46 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
Changing neighborhoods.
Changing lives.

National City is committed to strengthening the communities

we serve. Our efforts lead the way to new opportunities and
help build a brighter tomorrow.
Visit NationalCity.com/About to learn more.

NationalCity.com
Member FDIC • ©2007, National City Corporation® CS-26654
 Corporate
Philanthropy

Pfizer’s Global
Health Fellows
Program addresses
world health
challenges

A scientist working on a database to

improve patient care at a refugee
camp in northern Kenya. A research
manager bringing her skills to bear on
an AIDS vaccine clinical trial in
Uganda. A doctor assessing training for
medical colleagues in Russia.
These are the faces of Pfizer’s Global
Health Fellows Program (GHF), an
innovative public-private partnership Top: Global Health Fellow Dennis Vargo
leveraging Pfizer’s most valuable teaching Pharmacology students during
Rounds at the Infectious Disease
resource—its people—to address Institute in Uganda; Middle: Fellow
systemic public health challenges in JoAnne Blakely’s shot of a fire outbreak
developing nations. Alison Hager near the AMREF health center in
Now in its fourth year, the GHF Nairobi’s Kibera slum; Bottom: Fellow
Global Health Fellows,
Tsuneo Tsubaki worked with a Vellore
program selects volunteers from among sixth round, Business India blood bank to increase donations.
Pfizer employees to serve with nonprofits Enabling Group
in developing countries. The goal: Pfizer Inc
transfer knowledge and skills to build
capacity that will be helpful long after they have gone home. Partnering NGOs report numerous benefits to their organ-
The 128 scientists, clinical researchers, analysts, nurses, izations and the communities they serve. The program has won
doctors, and HR managers whom Pfizer has deployed to 30 almost universal support from partner organizations—one part-
developing countries all share an incredible desire to do good. ner calculated that it would have cost up to $150,000 to
But with the strategic guidance, established partnerships, and replicate what one Fellow produced.
technical resources of Pfizer, they become powerful catalysts For the Fellows, the personal and business results have
for change. The GHF program also manifests Pfizer’s been abundant. Survey results show that for 88 percent of
overarching purpose: helping people live longer, healthier lives. Fellows, the experience met all or most of their personal and
Pfizer works with experienced non-governmental organiza- professional development goals, and 69 percent of supervisors
tion (NGO) partners to identify high impact assignments, report greater pride in the company because a group member
encouraging employees to apply for deployments from 3-6 was a Fellow. You can find out more about the GHF program
months. Pfizer pays their salaries and expenses, while main- at www.pfizer.com.
taining their jobs at home, and provides grants to NGO
PDJ
partners to help leverage the work of the Fellows. The
range of projects is wide. Fellows have helped train clinical
and research personnel in medicine and pharmacy, C O R P O R AT E P R O F I L E
strengthened laboratories and financial systems, written Name: Pfizer Inc
clinical protocols, and designed fundraising strategies. Headquarters: New York City
What’s more, they have trained local staff to continue Web site: www.pfizer.com
this work. Primary business: Pharmaceuticals

Pfizer
Employees: 100,000

48 P RO F I L E S I N D I V E R S IT Y J O U R N A L M AY / J U N E 2 0 0 7
 mgmmiragediversity.com
N e v a d a : B e l l a g i o • M G M G r a n d • M a n d a l a y B a y • T h e M i r a g e • Tr e a s u r e I s l a n d • M o n t e C a r l o • N e w Yo r k - N e w Yo r k • L u x o r • E x c a l i b u r • C i r c u s C i r c u s
Railroad Pass • Primm Valley Resorts • Silver Legacy • Circus Circus Reno • Colorado Belle • Edgewater • Gold Strike • Nevada Landing
O u t s i d e N e v a d a : B e a u R i v a g e • G o l d S t r i k e - Tu n i c a • G r a n d V i c t o r i a • M G M G r a n d D e t r o i t
 Corporate
Philanthropy

Pitney Bowes
Literacy and Education
Fund grant launches
hispanic family
reading
program

T he National Center for Family

Literacy (NCFL) developed and
piloted a program over the past year
Above: A family enjoying some time together
reading as participants in the Hispanic Literacy
Program.
that addressed the specific literacy needs
of Spanish-speaking Hispanic families.
La Lectura en Familia/Families Reading According to NCFL, after the program
Together was made possible with a Polly O’Brien Morrow ended, 50 percent of parents reported
$120,000 grant from the Pitney Bowes President they now had a library card, compared to
Literacy and Education Fund. Pitney Bowes Literacy 35 percent prior to attending the work-
“Pitney Bowes gave the funding and and Education Fund shop. Library visits increased by 29 per-
resources that enabled us to make this cent and parents reported increases in how
program a reality,” said Emily often they read to their children. In addi-
Kirkpatrick, senior director, NCFL. The tion, children showed an average gain of
grant funded virtually all aspects of the program, from the 2.38 points on the Get Ready to Read! screening tool, twice
team of NCFL literacy experts who brainstormed the idea, the gain made by a control group of comparison children.
to the development, design and printing of curriculum, parent “The results from La Lectura en Familia define its success,”
resource and facilitator’s guides. It also covered the fees said Polly O’Brien Morrow, president of the Pitney Bowes
associated with piloting the program and measurement tools, Literacy and Education Fund. “This effective program has
including before and after surveys for parent and child raised parental awareness of the important role they play in
participants. encouraging their child’s educational development. We’re
The program provided two 90-minute workshops to give proud to be a part of this program, which has made a
parents early literacy skills to support their preschool children. difference in the lives of so many children and families.” PDJ
Topics included language development, phonological
awareness, alphabet knowledge and book awareness. C O R P O R AT E P R O F I L E
Parents from 160 Hispanic families participated in pilot Name: Pitney Bowes Inc.
programs offered in Albuquerque, N.M.; New Rochelle, Headquarters: Stamford, Connecticut
N.Y.; and Denver, Colo. Web site: www.pb.com
“The program was very successful,” said Cindy Primary business: Pitney Bowes provides the world’s most
Nelson, project manager, NCFL. “In just two short ses- comprehensive suite of mailstream software, hardware, services
sions, parents became aware of how important it is to read and solutions to help companies manage their flow of mail,
with their children and to involve literacy in their every- documents and packages to improve communication

Pitney Bowes
day routines.”

50 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
 Corporate
Philanthropy

Pratt & Whitney

volunteers give students
the ‘power to read’

Power to Read program at Hockanum.

I magine standing at an ATM where
every button and every prompt on
the screen is a puzzle—because you
Today, over 70 employees with diverse
backgrounds and job responsibilities vol-
can’t read. unteer one hour a week during the school
A national adult literacy survey year to serve as reading tutors for students
showed that 21-23 percent of adults in in first through fifth grade, an engaging
the nation are at the lowest level of Cynthia Z. Forbes experience that reaffirms the importance
literacy—this translates to 40 to Manager, Public Affairs of individual contributions and responsi-
44 million adults who are functionally Pratt & Whitney ble corporate citizenship. Since its incep-
illiterate. For them, it’s a struggle even tion, the Power to Read program has
to use an ATM or navigate a city street. helped nearly 500 students improve their
But Pratt & Whitney volunteers in reading skills an average of one grade level
the Power to Read program are working hard to ensure that after only 22-25 weekly sessions, giving them the power to
students at Hockanum Elementary School in East Hartford, read and the power to succeed.
Conn., aren’t challenged by everyday life in this way. The Pratt & Whitney contributions program reaches more
“One of the most important things we can do as a than 20 states in the United States and the territory of Puerto
company is teach our children to read,” says Public Affairs Rico, as well as Canada, Russia and India. Pratt & Whitney
Manager Cynthia Forbes, who oversees all of the company’s invests about 30 percent of its annual contributions budget in
volunteer and contributions programs. “Once they can read, education initiatives, including Power to Read, as part of a
there’s nothing they can’t learn to do. It opens up so many giving strategy that supports math and science education, arts
windows of opportunity for them.” and culture and the environment.
Power to Read, patterned after a highly successful
Phono-Graphix tutoring program PDJ
established at the Timber Trace
Elementary School in Palm Beach
Gardens, Fla., in 1998, teaches stu- C O R P O R AT E P R O F I L E
dents to recognize letters as sound pic- Name: Pratt & Whitney (a United Technologies company—UTX)
tures to improve their reading skills. In Headquarters: East Hartford, Connecticut
2000, Pratt & Whitney partnered with Web site: www.pw.utc.com
the Raymond Foundation, a nonprofit Primary business: A world leader in the design, manufacture and service
educational organization (http://ray- of aircraft engines, space propulsion systems and industrial gas turbines

Pratt & Whitney

mondfoundation.org), to create the

P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 51
 Corporate
Philanthropy

‘Hip Kids’ helps

combat adolescent
obesity from Rohm
and Haas Community
Partnership Rohm and Haas Community Partnership Initiative
Initiative (CPI) (CPI) program empowers communities to partner
with nonprofits to administer fun, educational,
and life-changing programs for neighboring
school age children.

seven communities where it has manufac-

A dolescent obesity can lead to pre-
ventable health-related conditions
according to recent studies making
turing or research operations in the
United States and awards $210,000
news headlines. The Ambler, Penn., annually through this program. The
YMCA is taking on this challenging Barbara Del Duke company’s Community Advisory Councils
issue through a unique program funded North American (CACs) identify the most pressing
by a $30,000 grant from Rohm and Communications Specialist needs in the community and select the
Haas Company’s Community Rohm and Haas organization and program best positioned
Partnership Initiative. to impact that need.
The YMCA’s Hip Kids program Rohm and Haas Community
promotes good food and health choices Partnership Initiative has awarded nearly
among children ages 8 to 12. “We knew we had to address $1.7 million over the past nine years, and has had lasting
childhood obesity,” Daniel Silverman, senior program director impact in communities across the country. Cindy Meyers,
at the YMCA Ambler facility, explains. “Through the Rohm YMCA of Ambler fitness specialist, notes, “We started the
and Haas Community Partnership Initiative grant, we are Hip Kids program two years ago. A total of 30 kids have gone
able to hire and train staff, which is critical to properly through a 12-week program and 28 remain active afterwards.
implementing the program. We also provide program fee We’ve even had families join the Y so they can exercise
reimbursements to recipients who complete the program, together. The CPI grant allowed us to invest the time to
and purchase incentive gifts for the children as they reach get this program off to a great start.” PDJ
milestones in achieving their personal health
and fitness goals.”
Hip Kids is a 12-week program, which
requires at least one parent to participate with
the child to help increase chances of success. C O R P O R AT E P R O F I L E
Parents meet with a nutritionist one-on-one Name: Rohm and Haas Company
and with their child to learn about making Headquarters: Philadelphia, Pennsylvania
healthier eating and exercise choices. Web site: www.rohmhaas.com
Rohm and Haas Company offers Primary business: Manufacturing
Community Partnership Initiative grants in Employees: Approx.16,000 globally

52 P RO F I L E S I N D I V E R S IT Y J O U R N A L M AY / J U N E 2 0 0 7
Rohm and Haas
l

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 Corporate
Philanthropy

The Sallie Mae

Fund makes
Ean Garrett, American Dream Scholarship
college possible recipient, Howard University.

for thousands
of students
in need

1993, HCF has given more than

A ccording to recent research, nearly
4.4 million students who graduate
from high school this decade will not
$6 million in scholarships to more
than 2,800 Hispanic-American students.
attend a four-year college because Kathleen deLaski Scholarship recipient Jose Manaiza
they believe they cannot afford it. President spoke his first words in English to a
Scholarships play a critical role in The Sallie Mae Fund stranger beside him on a flight from
helping deserving students bridge the Honduras to the United States. Those
financial gap to attend college. simple words of, “Hello my name is Jose,”
As a leader in increasing access to set in motion Manaiza’s personal
higher education, Sallie Mae addresses American Dream.
the financial need by providing scholarship dollars to help In less than a year, Manaiza earned his high school diploma.
students achieve their education dreams through its charitable With assistance from HCF and The Sallie Mae Fund, he
arm, The Sallie Mae Fund. In 2006, more than 1,000 students began his college journey at UCLA, where he will graduate
nationwide received scholarships totaling $2.6 million. with top honors this year.
“While for many promising young adults, paying for “I represent the struggle of every Hispanic who overcomes
college often seems impossible, scholarships can make a barriers and succeeds against adversity,” says Manaiza. “My
practical difference for students each year in meeting the message is about following dreams, never giving up. Thanks to
cost of college,” said Kathleen deLaski, president of The my family’s initiative, The Sallie Mae Fund and HCF, I now
Sallie Mae Fund. live in a nation where I have greater expectations.”
To provide these scholarship programs for PDJ
underserved students, The Fund collaborates
with a number of similar organizations, such
as the Hispanic College Fund (HCF). C O R P O R AT E P R O F I L E
The Sallie Mae Fund and HCF created the Name: The Sallie Mae Fund
First in My Family Scholarship in 2001. The Headquarters: Reston, Virginia
effort, which provides scholarships to students Web site: www.SallieMae.com
who are the first in their family to attend Primary business: College saving plans and student loans
college, benefited 178 Hispanic-American Employees: 12,000
students in 2006 through scholarships ranging

54
from $500 to $5,000. Since its founding in

P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
Sallie Mae
 Corporate
Philanthropy

Sodexho Foundation
supports Community
Kitchen, a national
program of America’s
Second Harvest—
The Nation’s
Food Bank Top: Watonah “Toni” Harris, Community
Kitchen graduate and Sodexho, Inc.
Network employee.

Above: Toni Harris, Sodexho, Inc. employee

and Richard Macedonia, president and CEO,
Sodexho, Inc.

balanced meals that are, in turn, served

I f you give food to a hungry person,
they can eat for a day. But if you give
them skills, knowledge and opportunity,
to other people in need. Sodexho supports
30 Community Kitchen programs
they can thrive for a lifetime. This Stephen J. Brady nationwide, with grants and job
adaptation of a familiar adage is what President placement opportunities for qualified
we believe at the Sodexho Foundation. Sodexho Foundation candidates from among the 600-plus
Feeding people is only one part of the program graduates.
solution. The long term solution is Since 1999, the Sodexho Foundation
to empower them with skills, has been committed to helping people
knowledge, opportunity and, most like Toni Harris, who have the will not
importantly—hope. just to survive, but to thrive. It’s just one way Sodexho helps
Put into action, the mission works. Just ask Watonah “Toni” to improve the quality of daily life, not just for today, but for
Harris. Just a few years ago, this single mother struggled generations, and for the 35 million people in our nation
to support her two daughters through public assistance affected by hunger.
programs. She could barely pay for rent, utilities and food. To join us in the fight against hunger, please visit
Summoning the will to change her life, Toni joined the www.helpstophunger.org. For more information about
Community Kitchen program at the Community Food Bank Sodexho’s diversity and inclusion programs, please visit
of New Jersey. She learned cooking skills, menu planning, www.sodexhoUSA.com/diversity.asp.
proper nutrition, safe food handling and workplace
skills. Through the program, Toni earned a PDJ
food handler’s license, a ServSafe sanitation
certificate and cooking skills. It was worth it—
today, Toni works for Sodexho as a cafeteria C O R P O R AT E P R O F I L E
and catering cook for a hospital in Virginia, Name: Sodexho, Inc.
and also handles inventory and food Headquarters: Gaithersburg, Maryland
safety tracking. Web site: www.sodexhoUSA.com
Community Kitchen is a national program Primary business: Food service and facilities management
of America’s Second Harvest—The Nation’s Employees: 110,000—United States; 125,000—North America

Sodexho
Food Bank Network. Through their culinary
classes, Community Kitchen students prepare

P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 55
 Corporate
Philanthropy

Starbucks and
Starbucks Foundation
focus on youth
development
programs

future of peace and understanding.

C ontributing positively to our
communities and environment is
so important to Starbucks that they are the
City at Peace’s program accomplishes
goals of the Starbucks Foundation’s
guiding principles for our company. grantmaking. The program supports and
We jointly fulfill this commitment with guides, instructs and nurtures youth leaders
partners (employees), at all levels of the of tomorrow. Youth are challenged to
company, by getting involved together Sandra Taylor examine the issues that young people face
to help build stronger communities. Senior Vice President, today and to create solutions for personal
In alignment with our guiding Corporate Social and societal change. They then present
principles, The Starbucks Foundation Responsibility their learning in a professional, theatrical
was founded in 1997, with the mission Starbucks setting where they’ve created all the
to create hope, discovery and opportu- scripts, songs, music, sets and choreography
nity in communities where Starbucks partners live and work. for a feature length performance.
Since then the Starbucks Foundation has maintained a focus The success of City at Peace is also a testimony to the
on improving young peoples’ lives by supporting literacy and Starbucks partners who have been able to establish ongoing
youth development programs for children. To date, the connections with the program. This has enabled City at Peace
Foundation has provided over $12 million to more than 700 to apply for and receive funding for three consecutive years,
youth-focused organizations in the United States and Canada. contributing to its steady growth in Los Angeles.
Recently, The Starbucks Foundation and Starbucks In addition to City at Peace, LA, the Starbucks Foundation
partners were honored for their support by City at Peace, has also supported City at Peace affiliates in cities across the
Los Angeles, an after school program for teens. Now in its United States.
fifth year, City at Peace is a dynamic youth development
program that uses performing arts to PDJ
bring together teenagers from diverse
backgrounds, to create personal and
social change in pursuit of a city at C O R P O R AT E P R O F I L E
Name: Starbucks Coffee Company
peace. Through a creative process,
Headquarters: Seattle, Washington
participants learn to forge relationships
Web site: www.starbucks.com
across cultures; resolve conflicts with-
Primary business: Food services
out violence; and work towards a Employees: 137,054

56 P RO F I L E S I N D I V E R S IT Y J O U R N A L M AY / J U N E 2 0 0 7
Starbucks
CHEVRON is a registered trademark of Chevron Corporation. The CHEVRON HALLMARK is a trademark of Chevron Corporation. © 2007 Chevron Corporation. All rights reserved.

The more perspectives, the better our perspective.

We’re proud to partner with minority- and women-owned businesses around the world. By forming
strong relationships with organizations that promote equality and fairness, we help create better
opportunities for everyone. To learn more, visit us at chevron.com.
 Corporate
Philanthropy

San Antonio
Toyota/FFA
diversity initiative Above: The
National FFA
farms out success Convention.

Right: Joseph
Martinez at the
San Antonio Stock
Show and Rodeo,
one of the largest

I t’s a sunny Friday afternoon in San

Antonio, Texas, but Joseph Martinez,
a Burbank High senior, has only one
stock shows in
the country.

thing on his mind—taking care of his

market pig, Joe Bob. Martinez feeds Joe
Bob, cleans his pen and takes him for a
walk at the school farm, completing the
twice-daily routine by early evening.
“We started raising our pigs from third year compared to three the first year.
the day they were born, and we’ll care “I would be in a different place right
for them until they go to market,” says Michael Rouse now (if not for her membership),” says
Martinez, motioning toward the dozen Corporate Manager Danielle Ramirez, president of Burbank
other Burbank High FFA members of Philanthropy and High’s FFA club. “I used to be shy and
tending to their pigs. “It’s a very hands- Community Affairs didn’t have speaking skills. Now I’m out-
on program. There’s no time off during Toyota Motor Sales going, and my communication with
weekends or holidays. It really teaches others is so much better. I’m going to
you responsibility. Without Toyota’s support, we’d never get enroll in the vet tech program at my community college and
the chance to experience this.” then transfer to Texas A&M University. It feels good having
Since the early 1990s, Toyota has provided 10 scholarships a plan.”
of $2,500 each annually to members of FFA (founded as “The San Antonio Toyota/FFA Diversity Initiative has
Future Farmers of America) pursuing a four-year college succeeded beyond anything that I had imagined,” says
degree in any area of agriculture. Michael Rouse, Toyota Motor Sales corporate manager of
Tammie Jones, treasurer of the San Antonio FFA Alumni, philanthropy and community affairs. “Our investment got
and her family have been positively impacted by the program. students involved, got parents involved, got the school district
“Toyota has given our kids a chance to get out there and involved. It grew into something much greater than anything
see what the world has to offer them,” Jones says. “My daugh- we could have done alone.”
ter joined FFA and learned public speaking and PDJ
leadership skills. Now she’s studying
agriculture education in college. Her
dream is to become an Ag Ed teacher.” C O R P O R AT E P R O F I L E
The progress at Burbank High, Name: Toyota Motor Sales, USA, Inc.
Southside High and Southwest High Headquarters: Torrance, California
since the program’s inception three Web site: www.toyota.com
years ago is significant. FFA member- Primary business: Sales and Marketing of Toyota, Lexus and Scion vehicles
ship at the three schools grew from 110 Employees: 6,000
students to 183. Hispanic membership

58
increased from 56 to 123. Eleven stu-
dents received college scholarships the

P RO F I L E S I N D I V E R S IT Y J O U R N A L M AY / J U N E 2 0 0 7
Toyota
 Innovation has many faces.
At Lockheed Martin, that includes everyone.

Whether it’s breakthrough technology for fighter jets, spacecraft that explore the cosmos, or
information systems that keep government running smoothly, Lockheed Martin has important
work to do. We need the sharpest minds available. And when we find them, we welcome them.

www.lockheedmartin.com
© 2007 Lockheed Martin Corporation
 Corporate
Philanthropy

United Health Foundation

funds Centers of Excellence
in four challenged
communities

that is targeted to meet the needs of

I n economically disadvantaged neigh-
borhoods across America, community
health centers improve access to care
ethnically diverse individuals.
The New Orleans clinic, called the
and help close the gap in health Daughters of Charity Health Center—
disparities by providing people with the St. Cecilia, was announced in August
opportunity to see health professionals, 2006. Already, it is providing critical
regardless of their ability to pay. Few primary care, HIV outreach and behavioral
Reed V. Tuckson, M.D.
of these communities have been under health and preventive services to the
Executive Vice President
greater strain than those in New Orleans. residents of the Bywater and the Ninth
and Chief of Medical Affairs
In the wake of Hurricane Katrina, Ward communities, who were especially
UnitedHealth Group
many poorer neighborhoods continue hard hit by Hurricane Katrina.
to lack the local healthcare services and Dr. Robert Post, a clinical leader working
infrastructure that are desperately needed with the EXCELth Center of Excellence,
by its most vulnerable residents. As a result, the emergency observed, “While New Orleans still has a long way to go,
room is often the only place where people can receive care, the establishment of a more reliable and easily-accessible
thereby increasing costs, stretching precious resources and healthcare clinic represents a critical first step in the rebuilding
sometimes delaying care for those with real emergencies. process. We are incredibly grateful to the United Health
In response, the United Health Foundation, funded solely Foundation. Their generosity is a dream come true and
by UnitedHealth Group, has devoted $17 million to establish enables us to improve healthcare outcomes for underserved
four “Centers of Excellence” in especially challenged populations.” PDJ
communities in Washington, D.C., the South Bronx, Miami
and, most recently,
in New Orleans.
These essential C O R P O R AT E P R O F I L E
clinics receive Name: UnitedHealth Group
multi-year grants Headquarters: Minneapolis, Minnesota
of $1 million Web site: www.unitedhealthgroup.com
annually to pro- Primary business: UnitedHealth Group is a diversified health and well-being company dedicated
vide expanded to making healthcare work better.
access to high Employees: 58,000 (as of 12/12/2006)
quality clinical care

60
UnitedHealth Group
P RO F I L E S I N D I V E R S IT Y J O U R N A L M AY / J U N E 2 0 0 7
 Corporate
Philanthropy
Wachovia
supports
Teach
for America
W achovia partners with Teach For
America, the national corps of
outstanding recent college graduates
Mike Rizer
Director of Community
who commit two years to teach in Relations, Wachovia
urban and rural public schools. The
company and its foundation have
contributed $3.7 million to Teach For
America, and the organization has received an additional
$4 million from the Wachovia Championship PGA TOUR
event.
Nearly 17,000 individuals have served as corps member
since Teach For America began in 1990; currently, 4,400 are
teaching in classrooms across the country. New York City
teacher Leyla Bravo is committed to leveling the playing field
for students in low-income communities.
When Leyla was a child, her family moved from Nicaragua 2.5 million students.
to Miami. “I was in a lot of advanced classes, and there were
very few other Latinos or black students even though the
majority of my school was black and Latino,” she says.
“I felt out of place.”
That feeling intensified when she entered Harvard.
Eventually, Leyla not only caught up but became a campus
leader. She rebuilt the pan-Latino student organization
Fuerza Latina, created a Latino guide to Harvard, and
started a salsa dance troupe. After she earned her BA
in government/political science, her passion for helping the
Latino community led her to join Teach For America.
62 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
Leyla Bravo, corps member
of Teach for America.
In Leyla’s first year, she was the sole
teacher for a class of 33 fifth graders at
C.E.S. 70 in the South Bronx. Ten of her
students had yet to master the alphabet.
Unfazed, Leyla rolled up her sleeves and
got to work. “Because I wanted to get my
kids where they needed to be as quickly as
possible, I used every resource,” she says. “I tapped into more
experienced teachers and got advice from them, and then
I discovered what fit in my classroom.”
By the end of the year, Leyla’s students had advanced
1.5 grade levels in reading and reached 79 percent content
mastery in everyday math.
Wachovia is proud to support Teach For America corps
members like Leyla, who have touched the lives of more than
PDJ
C O R P O R AT E P R O F I L E
Name: Wachovia Corporation
Headquarters: Charlotte, North Carolina
Web site: www.wachovia.com
Primary business: Financial services
Employees: 108,000
Wachovia
 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 65
8
 A
cross America, corporate entities—private, public, for profit and nonprofit,
institutions of higher education, and secondary schools—are all struggling to
figure out how to best revitalize their diversity initiatives. Most entities are
quickly learning that more must be done if we are to capitalize on our human talent.
As such, we must re-examine our current partnerships and create new streams of
collaboration, particularly if we are to recruit, attract, and retain diverse candidates.
We are all grappling with how to diversify our candidate pools and, more impor-
tantly, how to ascertain what we can do to become a premier employer of choice.
That’s the million dollar question. As we begin to move forward and determine future
employment goals, we begin to think about the skills required for those positions.
Regardless of the industry, many of our positions will be in the technical, finance, cus-
tomer satisfaction, and management fields. This means that most of our new hires
will need some form of higher education and, at the very least, a high school educa-
tion or its equivalent. This is where our greatest challenge will lie.
The need to redefine and expand our diversity perspectives rests with the knowl-
By Karen A. Jones, PhD edge that our educational institutions are becoming pinnacles of hope for some and
Excellus BlueCross BlueShield bastions of lost opportunities for others. In 2006, Time magazine reported that
Corporate Director, Diversity at least 30 percent of America’s high school students have left school without gradu-
ating. In the Rochester, New York, city school district, our graduation rates are
much worse. We have 50 percent of our students entering 9th grade failing to
graduate within 5 years. Less than half of the graduating high school students will
attend college.
According to the 2000 Census, 15 percent of the adults in Rochester lack a high
school diploma. Latinos account for 42 percent, whites 12.6 percent, blacks 34.5 per-
cent, and Asians 19.6 percent of those without a diploma. Additionally, of the
27.1 percent of the population with a bachelor’s degree or higher, Latinos account
for 12 percent, whites 28.9 percent, blacks 10.6 percent, and Asians 52.8 percent.

66 P RO F I L E S I N D I V E R S IT Y J O U R N A L M AY / J U N E 2 0 0 7
 We must begin to
invest in our youth.
To this end, we
must create new
partnerships with our
community-based
organizations and our
Blacks and Latinos are lagging behind their local educational Partnered with Rochester’s Summer of
counterparts when it comes to completing Opportunity Program. This program is a
high school and getting a college degree.
institutions to help wonderful example of our collaboration with
What is the long term impact? It means strengthen literacy the city. Every summer our city’s Bureau of
that our companies will continue to programs and encour- Youth Services partners with local companies
encounter significant difficulties when try- age educational to identify summer youth employment oppor-
ing to recruit candidates from local com- attainment. At tunities. For the last several years, we have
munities, especially black and Latino Excellus BlueCross hired six or seven students who were pre-
prospects. Without a diverse pool of job screened by the city. Two of these students
applicants, candidates, and employees, we
BlueShield, we have were subsequently offered part-time employ-
will be ill-equipped to compete in the global initiated several ment opportunities.
marketplace. approaches to meet
What must we do to address these chal- this goal. Established a Business Associate Develop-
lenges? We must begin to invest in our ment Program. This program is designed to
youth. To this end, we must create new attract recent MBA or MHA graduates. It is a
partnerships with our community-based organizations and our high-level, rigorous two-year program that enables each candidate
local educational institutions to help strengthen literacy programs to complete three or four rotations in various departments
and encourage educational attainment. At Excellus BlueCross throughout the company. Each rotation lasts anywhere from six
BlueShield, we have initiated several approaches to meet this goal: to nine months, allowing the new hire to manage projects as an
individual contributor or as part of a project team. The goal is to
Partnered with a local community-based Head Start program to
provide the candidate with an opportunity to secure a permanent
support their literacy projects. It is well documented that the
position within the organization, allowing him or her to touch
promotion of literacy enhances the learning process. Children
upon other functional areas. Thus far, four of the five associates
who are exposed early to letter recognition and letter sounds, will
have been offered permanent positions. Each candidate also has an
complete the 3rd grade reading at an age-appropriate level. When
executive sponsor to serve as a mentor.
children develop a love for reading and learning, they will be
better prepared to enter college, thus increasing their chances of As diversity leaders, it is imperative that we encourage our
obtaining a degree. companies to think outside the box, to re-examine our diversity
initiatives and our collaborative efforts. We must renew the efforts
Established a High School Students on Staff program. The goal
to invest in our youth, to provide them with skills to become
of this program is to introduce young adults to the health care
successful in the academic and employment sectors. We must
industry with the hopes of encouraging them to select health care
prepare them so that they may regain the competitive advantage in
as a career choice. Students attending the Rochester city schools
the global economy.
are eligible for two years of continuous employment. The students
We must raise our level of expectations. After all, if we don’t
must maintain a 2.5 grade point average, have a 93 percent high
invest in the communities we serve, we will lose the value gained
school attendance rate, and have good performance appraisals.
from having a diverse pool of educated job candidates, and this is
They are matched with a supervisor who in most instances serves
a business case imperative we cannot afford to lose.
as a mentor to guide the student throughout his/her tenure at the
company. Upon graduation and acceptance into college, students
then are awarded a $500 scholarship. PDJ

P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 67
 H
ow do you rejuvenate your diversity strategies? First, you have to know
when, where and if it needs to be rejuvenated. If new hires, participants for
diversity training, employees, vendors and buyers for supplier diversity ini-
tiatives are coming in droves, then your diversity strategy is “hitting on all cylinders.”
If, however, your company is not yet getting these desired results, you need to take
a fresh look at your strategies and determine what you can do to be more successful.
The question then becomes, How do you know you are getting the desired results?
You have to know where you are going before you get there. You have to know what
your desired goal is. At Harley-Davidson, a Managed Change Model is used. During
the pre-define, define and design stage of an initiative:
• Stakeholders are assessed
• Potential resistance is determined
• Current, desired and change-state issues are reviewed
• Potential risks are identified and documented
• Change plans begin to be built
By Deborah P. Ashton, PhD During the development stage, the change plans begin to be executed; during
Harley-Davidson implementation, the plans are monitored and adjusted; and during the sustain stage,
Director of Diversity the plan is executed.
To sustain the execution of the plan, you must regularly evaluate the results to
determine if your strategy needs tweaking or a complete overhaul. Choose evaluation
tools and metrics that accurately assess the success of each initiative. If there are events
or milestones for the initiatives, a review should be done once you’ve completed the task
to determine what worked and what can be improved. The improvements can then be
implemented and reviewed to determine if you are achieving the desired impact.

The Four C’s of Diversity

Yes, diversity is like a diamond. Its value and desirability are based on the four C’s.
While carat-weight may influence the price, two diamonds that weigh exactly the
same may vary greatly in their value and desirability based on the color, clarity and
cut. So, too, all four C’s contribute to the success of diversity strategies. While choos-
ing relevant metrics is essential in identifying what needs rejuvenating, to be success-
ful, you must:

68 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
 • Connect the Strategy to the Business
• Cultivate Champions and Allies
• Choose Relevant Metrics
• Celebrate Success
Connect the Strategy to the Business
When you are asked whether there is a business case for diversity,
you are being asked to demonstrate how your strategy contributes
to the success of your business. So, to initiate or rejuvenate your
diversity strategies, you need to have diversity principles, a diver-
sity vision and a diversity mission for the company. All three must
be connected to the company’s values, vision, mission and busi-
ness strategy. These are the principles, vision and mission that
were developed at Harley-Davidson.
Diversity Principles
• Diversity is the right thing to do
• Diversity is the bright thing to do to grow our people,
to grow our business, to minimize our business risk, to
strengthen our brand
Diversity Vision
Harley-Davidson values, embraces and celebrates diversity to
develop and continuously improve mutually beneficial relation-
ships with stakeholders and to transform dreamers into riders in
an increasingly dynamic and diverse market.
Diversity Mission
Our Diversity Mission is to foster a culture that integrates diver-
sity and inclusion into all aspects of the business in order to
further fulfill dreams through the experiences of motorcycling.
The diversity principles are connected directly to Harley-
Davidson’s values, people, market and brand. This gives Harley-
Davidson a competitive edge in being an employer of choice and
in expanding our market share.
Cultivate Champions and Allies
To cultivate champions and allies, you must give credit to what
has gone before and validate what has been successful. When I
joined Harley-Davidson, I understood it was important to “stop,
look and listen.” After all, Harley-Davidson has been around for
over a century and has been an icon for at least half a century; it
must be doing something right!
So I sought input from key stakeholders, potential champions
and allies. If your stakeholders participate in the development of
the diversity principles, vision and mission, they are more likely to
help develop and own the diversity strategies. This ownership
ensures that the strategies are aligned with business objectives and
overall success.
Key stakeholders and potential champions and allies knew I
valued what had gone before. They knew I was doing my home-
work to lay down the foundation for successful rejuvenation. By
listening, I am able to learn what works and what does not work
at Harley-Davidson.
By stopping, looking and listening, I have been able to identi-
fy and cultivate champions and allies. I have been able to see who
has the passion to be champions and allies and who needs the
business analysis to assume those roles. Part of cultivating is to:
• Obtain CEO’s endorsement of diversity strategies
• Develop champions across company
• Collaborate with leaders
• Focus on reaching business objectives
• Have leaders’ commitments
• Ensure accountability
I have been extremely lucky at Harley-Davidson; within the
first six months the CEO, COO, GC, VP of HR, CFO and
several Operation Executives agreed to be members of the newly
established Harley-Davidson’s Executive Diversity Council
(EDC). When the business leaders are the diversity champions,
the diversity strategies are rejuvenated.
Choose Relevant Metrics
It is important to know what is relevant to the targeted group.
Determining what is relevant may be obtained through surveys,
focus groups or interviews. After collecting data to determine your
company’s diversity strengths and diversity opportunities, you can
accentuate the strengths and find solutions to the opportunities.
Once again, it is important to “accentuate the positive; eliminate
the negative”—keep the baby, throw out the bathwater. The met-
rics that provide the best directions are metrics that are valued by
your company.
For diversity events, attendance rate and positive evaluations of
the programs are important indicators. For diversity training, it is
important that needs analyses are done periodically, because the
diversity needs of your company may change over time. Up-to-
date data and analysis keeps your diversity initiatives vital and
relevant to all your stakeholders.
Celebrate Success
The adage is, “What gets measured gets done.” To successfully
rejuvenate diversity strategies, you must understand that what is
reinforced is repeated. You must not just choose relevant metrics;
you must have the policies and procedures in place to reward
success. Ultimately, the success of rejuvenated strategies is based
on sustaining momentum; the desired results are maintained
when the desired behaviors are rewarded.
In summary, how do you rejuvenate your diversity strategies?
Practice the four C’s. PDJ
P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 69
70 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
 Dr. Christina Y. Chen
Director, Global Business Process
Improvement
DELL INC.
As a major global company, Dell under-
stands that in order to be successful and a great
place to work, our business must be able to
leverage the similarities and differences of all our
team members. I have personally experienced Dell’s commit-
ment to embrace the many cultures, lifestyles and races that
help make Dell a winning and vibrant culture.
I serve as the Executive Board Member of Dell’s
Asian Network Group, Asians in Motion (A.I.M.).
My fellow A.I.M. members and I find ourselves in
perpetual motion, working to enhance our contri-
butions to the company, but also to increase aware-
ness of our heritage among our non-Asian col-
leagues. We also work to promote Asian Americans’
growing role in corporate America and our communi-
ties, and as business and civic leaders.
My family and I celebrate our culture year-round because
of the many, significant contributions we have made to this
country and the world. However, I appreciate that May is
designated as the official month for all of us to take time
to recognize and commemorate the many achievements
that Asian Americans have made and continue to make to
our nation.
Jackie Chen
Accounting and Budgeting Supervisor
GEORGIA POWER
One of the Asian American leaders that
most inspires me is Ken Lee, UPS Corporate
VP of International Security. He received the
2006 Outstanding 50 Asian Americans in
Business Award from the Asian American
Business Development Center, highlighting his con-
tributions to the economy and community. Ken is an advisor
to “Chopstix for Charity,” raising money for Asian human
service organizations in the Atlanta area. He also serves as
honorary board advisor to the Association of Chinese
Professionals and serves on the U.S.-Pan Asian American
Chamber of Commerce.
What inspires me is his devotion for developing the next
generation of leaders. A second generation Asian American,
Ken started his career as an entry level employee in shipping
and, by working hard and being a change agent and effective
networker, he progressed to being the highest ranked Asian
UPS executive. Ken has provided me with candid feedback
through informal “get-to-knows” and formal speaking engage-
ments that I have attended.
The accomplishments of the Asian Pacific American
community are noteworthy and oftentimes not widely
recognized. That’s why I believe we should celebrate Asian
Pacific American Heritage not only during the month of
May, but throughout the year.
Michael E. Chen
President and CEO
GE COMMERCIAL FINANCE
MEDIA, COMMUNICATIONS &
ENTERTAINMENT
The people who inspire me most are my
father and late mother. In 1950, they left China
in the hopes of giving their children a better future.
They had to leave everything behind and had very little
money, but believed in the importance of education. After
graduating with a PhD from Columbia University, my father
went to work for IBM. My mother also earned a master’s
degree from Columbia, and together they saved their money
in order to educate my sister and me. They have inspired me
to be the best that I can be
and to do it with integrity, “My parents have
trust and commitment.
It is important to com- inspired me to be
memorate Asian American the best that I can be
heritage. We are successful
doctors, engineers, business and to do it with
people, entrepreneurs and
more. We are known for integrity, trust and
our dedication, work ethic, commitment.”
loyalty and honesty. I believe
we have made America
a better place and that Asian Americans will play a big part
in global growth as American companies look to expand
into Asia.
I am proud to be an American of Asian descent and the
head of GE’s Asian-Pacific American Forum. It is an honor
and a privilege to work for a company whose Chairman,
Jeff Immelt, understands the importance of building diversity
in order to be a truly successful organization.
P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 71
 Mary Dean
Vice President, Women’s Market
NEW YORK LIFE INSURANCE
COMPANY
My mother is my inspiration. She was the
driving force in my family. She always wanted
all five of her children to contribute and add value
to society. It was her belief that the way to make this happen
was to get the best education possible.
From the time we were very young she took us to the
library every day during summer vacation. She didn’t speak a
lot of English but somehow she managed to get to know all
of our teachers intimately. She didn’t let the language barrier
stop her from getting involved and monitoring our progress.
I’m just beginning to appreciate how challenging it must have
been to raise five children and be involved as much as she was.
Weysan Dun
Special Agent-in-Charge (SAC)
FEDERAL BUREAU OF INVESTIGATION
(FBI)
Asian Pacific American Heritage Month is
significant to me both as an American of Asian
ethnicity and also as a federal government execu-
tive. My parents came to the United States from
China in the 1950s, met and married in the United States
and settled in the Midwest. My family was one of only two
Asian families in the community, so until I went to college,
I had little exposure to other Asians and even less knowledge
of the contributions Asian Pacific Americans were making to
our country.
I chose a career of public service, starting as a U.S. Army
Officer after college. I then became a Special Agent of the
Federal Bureau of Investigation (FBI) where I have served for
25 years. I now have the privilege of being in the FBI’s
Senior Executive Service and being the first person of
Chinese ethnicity to become Special Agent-in-Charge of
an FBI Field Division.
While there are many distinguished Asian Pacific
Americans, it is not any single individual but the collec-
tive breadth, depth and impact of their accomplishments
that truly merit recognition. Asian Pacific Americans are not
only making significant contributions, but are leaders in vir-
tually all fields and professions. Examples range from high-
level government executives like former Washington State
72 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
Governor Gary Locke and current U.S. Secretary of Labor
Elaine L. Chao, to business leaders like NVIDEA
Corporation founder, President and CEO Jen-Hsun Huang;
and Dell Computer General Counsel Lawrence P. Tu.
Asian Pacific Americans have held senior U.S. Military
leadership positions such as U.S. Navy Rear Admiral Ming E.
Chang, the first ethnic Asian to reach flag rank in the U.S.
Navy, and former U.S. Army Chief of Staff, General Eric
Shinseki. The beautiful music of cellist Yo Yo Ma and the
magnificent buildings designed by architect I. M. Pei add to
the cultural richness of America.
American jurisprudence has benefitted from the leadership
and contributions of Asian Pacific Americans such as Ronald
S.W. Lew, the first U.S. District Court Judge in the continental
United States of Chinese ethnicity. While I do not personally
know the people listed above, I am awed and humbled by
their accomplishments and contributions.
My good friend, Dr. Henry C. Lee, Chief Emeritus of the
Connecticut State Police Forensic Science Laboratory, former
Commissioner of the Connecticut State Police and Professor
of Forensic Science, is a leader in not only the Criminal
Justice field but in Forensic Science and academia. I find
Dr. Lee’s story particularly inspiring because of his humble
beginnings in the United States and the many obstacles he
has overcome on his path to being a highly respected, world
renown Forensic Scientist.
It is important to remember, acknowledge and highlight
the significance and breadth of Asian Pacific American
contributions to the fabric of our country so that Asian
Pacific American youth will be proud of their heritage and
encouraged to pursue their dreams and interests, knowing
that obstacles can be overcome and opportunities are limitless
for those who apply themselves.
Tammy Edwards
Director, Office of Inclusion and
Diversity
SPRINT NEXTEL
At Sprint Nextel, inclusion and diversi-
ty are key parts of the way we do business,
and Asian Pacific Americans are crucial to
this. We’ve seen the important contributions
Asian Pacific Americans have made to society and to the
world of technology and telecommunications in particular.
From Dr. An Wang—whose developments in the areas of
calculators, word processors and computers are still seen in
the technology we all use today—to the members of OASIS,
Sprint Nextel’s Asian Pacific American resource group, our
culture has been both strengthened and enriched by the
contributions of Asian Pacific Americans.
I am excited to work at a company like Sprint Nextel that
celebrates these successes, not only during Asian Pacific
American Heritage Month but year-round. OASIS members
devote much time and energy to making Sprint Nextel a
better company—for their fellow employees, our customers,
our vendors, and the communities in which Sprint Nextel
does business.
Michael Ferik
Senior Vice President
AXA EQUITABLE
I was raised in a multicultural home in
Toronto, the world’s most multicultural city.
My mother is Philippina and my father is
Czechoslovakian. Amongst my family and
friends, diversity has always seemed “normal” to me.
Of the many Asian-Americans that have inspired
me, my mother stands head and shoulders above the rest. She
is an inspiration to me.
My mother earned a master’s degree in statistics and
pursued a career as a teacher and economist. She came
to Toronto to see the world and met my father. Over
their 35-year marriage, she has fostered a wonderful
relationship that continues to blossom. In addition to
always being there for my father and me, my mother is
devoted to her church community and has generously
given her energy and support to its many charitable causes.
In all my endeavors, her love, support and example
motivate me to be the best that I can be. As an actuary, I have
been proud to follow in her footsteps. I strive to live as fulfill-
ing a life as she has in her career, religion and, most impor-
tantly, as a spouse and parent.
I celebrate my Mom every day. Appreciating cultural
heritages of all kinds is a way of life, not a one-time,
scheduled event.
Sanjay Gupta
BANK OF AMERICA
At Bank of America, we support a work
environment that fosters diversity, inclusion
and innovation. Bringing people together
makes us a better company and helps us reflect the communi-
ties where we do business.
Here, I feel I am an employee first, an Asian American
second. I can share my insight as a business person and also
contribute to the conversation through my unique back-
ground and cultural experiences.
I believe the first step to being a leader is connecting with
people and at the same time being comfortable with who you
are. You can be proud of your heritage and be yourself while
still being a good leader.
It is about ensuring people bring every part of themselves
to work—meaning their education, culture, work experience,
and thoughts to the conversation. It is important for Asian
Americans to encourage their teams to celebrate success and
to be more comfortable talking about their own personal
success, as well as that of their team.
I remind other Asian Americans that you can be successful
by being yourself and without fundamentally changing who
you are. Be proud of your heritage and use your work and
cultural experience to complement the business.
Let’s commemorate the contributions of Asian Americans
not just in May, but all year long!
Tariq Khan
VP, Market Development and
Diversity
NATIONWIDE FINANCIAL NETWORK
For me, every month is a celebration of
diversity. Our country is going through a
demographic evolution that makes it increas-
ingly important to embrace the rich cultural
heritage of our diverse populations. Understanding different
cultures and behaviors helps us to become better neighbors
and better employers.
One of the ways that we celebrate Asian Pacific American
Heritage Month at Nationwide is through our sponsorship
of the annual Columbus Asian Festival. This event, attended
by more than 100,000 people every Memorial Day weekend,
celebrates the unique cultures of the Asian community
through artistic demonstrations, cultural displays and
colorful entertainment.
As an Asian American associate, I’m proud to work for a
company that supports my community and the other commu-
nities that surround us. Nationwide’s commitment to diversity
is a true reflection of the On Your Side® promise that we
deliver to our customers, associates and the community.
P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7 73
 Among the many Asian Americans who have inspired me,
I would like to recognize all mothers in general and Asian
mothers in particular for being the torch of our next genera-
tion. Many Asian mothers have made education a top priority
and I believe the next generation of Asian Americans will be
blessed with a superior education in what is a very competi-
tive environment.
Amal K. Naj
Senior Vice President,
Worldwide Investor Development
and Strategy
PFIZER INC
I haven’t really consciously searched for role
models within the confines of my national origin
or culture or geographic boundaries. Instead, I have
found myself naturally drawn toward people, irrespective of
their origin, who stood out for their natural ability to move
seamlessly across many divides. The people I’m drawn to see
others not through the lens framed by one’s origin, but as
they really are in terms of traits that are universal across all
human beings. I have met these “universal” human beings
throughout my personal and professional life and admired
their innate qualities to look past the differences as well as
to embrace them.
Most of these people have been ordinary people, and they
demonstrated these qualities during the ordinary course of time.
Paul Nakae
Executive Vice President
BANK OF THE WEST
My father and uncle taught me that
acceptance by society is measured, in part,
by individual success and by one’s personal
interaction with the community.
My grandfather came to America from Japan in
1915 with the dream of owning a large farm. He eventually
bought that farm in Northern California. After World War II,
my father and his siblings went on to universities and became
successful in agriculture, aerospace, and teaching. They also
became very active in the community. My uncle was a found-
ing member of a large cooperative fruit exchange. My father
and mother were part of a group that helped found a new
Catholic parish in Los Angeles. This sense of accomplishment
and volunteerism continues this day with myself, my siblings
and my own children.
At Bank of the West, we celebrate and promote diversity
awareness on a year-round basis through senior management
74 P RO F I L E S I N D I V E R S IT Y J O U R N A L M AY / J U N E 2 0 0 7
actions and policies. With a footprint across the West and
Midwestern United States, we have a multiplicity of ethnic
backgrounds and cultures. Personal achievement and
community involvement have always been a large part of the
bank’s culture, which promotes all our diversities.
Frances S. Nam, Esq.
Vice President,
Government Affairs
Chair, Pan Asian Network Group
SODEXHO, INC.
My two young daughters and I observe
Asian Pacific American Heritage Month by
participating in community events, gathering with our Asian
friends, and talking about the strengths that come from
knowing another culture. I live with one foot on Asian
ground and the other foot on Western ground.
Former Department of Transportation Secretary
Norman Mineta exemplifies the ability to live successfully
in both Asian and Western cultures. What I admire most
about Secretary Mineta is that he never forgot his roots,
having been interned in the Japanese internment camps
during World War II. He has personally mentored me and
exemplifies one who has achieved great success, yet still
remembers what it was like climbing those lower rungs
on the ladder of success.
Nancy Ngou
Core Business Services
People Leader
ERNST & YOUNG
My mother is the Asian American
who most inspired me. I observed my
mother’s ability to always stay true to
herself, yet blend with so many different types
of people and different cultures. We lived in the suburbs of
Los Angeles in a white neighborhood which over time became
a Hispanic neighborhood. My mother had an incredible abili-
ty to get along with everyone, to make everyone feel at home
and to build deep, lasting relationships with such ease. She
could strike up a conversation with just about anyone. Our
holiday celebrations always included friends and others who
had no place to go for the holidays. She would always invite
them over for dinner and to celebrate with us, as she never
wanted anyone to feel left out or alone. Throughout, her
kindness was never forced, always genuine.
This month also allows us to appreciate the history and
 perspectives

We each
backgrounds
have a thoughts
unique story
to tell

experiences

Our different backgrounds, experiences, thoughts and perspectives

have helped shape us into who we are today.

As we help you protect the things that matter most to you,

we know one approach won’t work for everyone.

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

Nationwide, the Nationwide framemark and On Your Side are federally registered service marks of Nationwide Mutual Insurance Company.
1-877-On Your Side is a service mark of Nationwide Mutual Insurance Company. © 2007 Nationwide Mutual Insurance Company, All Rights Reserved.
 the challenges the various Asian groups encountered as they Ly Ping Wu
came to the land of opportunity. The Chinese who worked Vice President
hard to build the railroads but then were denied citizen- THE MANSION AT MGM GRAND
ship. Those who were only allowed to own laundries or My parents, Yen Wu and Wei-Fong
restaurants. The shameful treatment of the Japanese Wong Wu, are the Asian Americans
during war times. These reminders allow us to honor who have inspired me the most. In late
and respect our Asian ancestors for their tenacity and fight 1948, my parents had to flee the civil war
to ensure the generations that followed would be able to in China to escape communism. With young
remain in the land of opportunity. This should also serve children in tow, they left their families and worldly posses-
as lessons to all of us today as we welcome new immigrants sions and boarded a battleship to the island of Taiwan—
and new cultures into this great country. off the coast of China—to start a new life.
I recall that in my youth, my parents spoke of the terror
Lily O’Byrne of wars, the sadness of families being separated without
Vice President, System Design contact, and their endurance of hardships. But, through their
and Integration determination, optimism, and unwavering work ethic, my
LOCKHEED MARTIN brother, my sister, and I all completed college and received
As I reflect on those who have most advanced degrees. (My brother has a PhD in physics; my
influenced me, I cannot help but first think sister is a petroleum-physicist.) All of us established our own
of my mother, a lady of strength and character, lives with various rewarding pursuits and accomplishments.
who always sought the very best for her family. She Even though they are no longer with me, my parents
was a source of inspiration, focus, and direction for me. She inspired me to live a productive, fulfilled, and happy life.
was a constant in my life, always ready to guide, to teach, I am confident and optimistic when faced with challenges,
to advise, and to encourage me. and I am grateful for what I can accomplish every step
Another source of inspiration for me has been Madame of the way.
Chiang, the wife of the Chinese leader Chiang Kai-shek. The United States “Even though my
Madame Chiang arrived in the United States at age ten, and of America is truly a land
was educated through Wesleyan, in Macon, Georgia, and of opportunities, and it is a parents are no
then enrolled at Wellesley College, where she majored in nation rich with immigrants. longer with me,
English literature and minored in philosophy. In her senior We should be mindful of the
contributions made by all they inspired me
year, she was named a Durant Scholar, Wellesley’s highest
academic distinction. Madame Chiang achieved a remarkable ethnicities. We can only be to live a produc-
education in her time. She returned to China after stronger by respecting and
tive, fulfilled, and
graduation, and filled roles of increasing influence. She building on each other’s
initiated China’s New Life Movement in 1934, with the differences. This building happy life. I am
goal of the “physical, educational and moral rebirth of the process is like a river, flowing confident and
Chinese nation,” based on traditional Chinese values. constantly, and therefore, as
Madame Chiang Kai-shek was her husband’s English we designate a certain time optimistic when
translator, secretary, advisor, and a person of influential period to celebrate one faced with chal-
significance for the Nationalist cause. In February, 1943, culture, we live to respect
all cultures without
lenges, and I am
Madame Chiang became the first Chinese national, and the
second woman, ever to address a joint session of the time constraint. grateful for what
U.S. House and Senate, making the case for strong U.S. I can accomplish
support of China in its war with Japan. She distinguished
herself as an ‘informal ambassador’ and was an adept bridge- every step
builder of the highest order. I have endeavored to follow her of the way.”
example in linking the values, ethics, and initiatives of the
East with my adoptive culture in the West.
PDJ

76 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
 Real-Life MicroTriggers

have worked in the same job with the

M icroTriggers are those subtle—and
not so subtle—behaviors, phrases
and inequities that trigger an instanta-
same people for over seven years. Three
administrative people sit together outside
neous negative response. the offices of the leaders we support. Our
This issue, we offer three examples bosses receive lots of calls and visits from
submitted by real people whose identities other people in the company, so we often
and places of business are being protected talk with many of the same people several
for obvious reasons. times a week.
All three of us are female, and
although we are all white women, we
MicroTrigger #51 look very different from each other. It is
(Getting physically close to you or very annoying, however, when people
touching you when speaking) continue to confuse me with one of the
others. It’s as though we are interchange-
“THE COMPANY I WORK FOR IS able and are not individuals. It is very
GREAT! The fact that I use a wheelchair annoying and it makes me feel like I’m
has not made a difference in the opportu- not important. I still do my work in a
nities that I receive or in interactions with professional manner but it can be hard to
teammates. The only issue that I treat those people with a smile when I
encounter is that people often want to feel insulted.”
touch or lean on my wheelchair like it
was just a piece of furniture. My wheel- “I WORK AT A GOVERNMENT “I AM A BLACK WOMAN WITH A
chair has become an extension of my AGENCY; I NEVER WENT TO COL- LIGHT BROWN COMPLEXION.
body, and I regard it as my personal LEGE BUT I WORKED MY WAY UP During the summer months, especially, I
space. Having someone rest their foot on from a temporary secretary to a senior often receive ‘comparison’ checks from
the wheels, lean on the chair arm or specialist in my field. I was attending a my white co-workers regarding our
maneuver handlebars without my okay is meeting where I felt strongly about an respective skin tones. After a vacation or a
intrusive. I know people don’t mean to issue and believed I could sway the popu- weekend in the garden, these co-workers
invade my space, but they’re doing just lar vote to my point of view and I had a come in to work, grab my arm, and
that. And when they hover over me, it senior chemist to back me up. Well, the proudly proclaim, ‘Look, I’m darker than
can be very upsetting. I just don’t know meeting started and my chemist was late. you are!’ I’m never quite sure what the
what to say without making the other I was articulate in my argument, I’d done appropriate response should be. Do I say,
person uncomfortable … but what about my homework and had all the facts in ‘That’s great, keep it up,’ or something
my needs?” order. My boss said no. I reiterated my that lets them know how offensive the
key arguments clearly making my point. comment is to me? I dread the summer
No, he’s not convinced. Just then the months at work and these ‘comparison’
MicroTrigger #7 PhD chemist, who doesn’t have the orga- conversations.”
(Never remembering your name) nizational skills to be on time for a meet-
and #32 ing, strolled in. He quickly summarized Janet Crenshaw Smith is President of Ivy
(Frequently confusing you with my arguments and guess what … my boss Planning Group LLC, a consulting and
someone of the same demographic) was convinced. I guess it sounds better if training firm that specializes in diversity,
the speaker has a degree.” stategy and leadership. Her book is titled
“I’M AN ADMINISTRATIVE ASSIS- 58 Little Things That Have a Big Impact.
TANT IN A LARGE COMPANY and

78 P RO F I L E S I N D I V E R S I T Y J O U R N A L M AY / J U N E 2 0 0 7
 M Y R T H A C A SA N OVA
PRICE COBBS
TAY L O R H . C OX J R .
ELSIE CROSS
EDIE FRASER
L E E GA R D E N S WA R T Z

Diversity R A FA E L G O N Z A L E Z
LEWIS GRIGGS
STEVE HANAMURA
Pioneers R O B E R T H AY L E S
J E F F H OWA R D
A very special feature— ED HUBBARD
K AY I WATA
in the next Profiles
BAILEY JACKSON
in Diversity Journal. J U D I T H K AT Z
FRANCIE KENDALL
M A R I LY N L O D E N
JUAN LOPEZ
MYRNA MAROFSKY
FREDERICK A. MILLER
JULIE O’MARA
PAT R I C I A P O P E
MARGARET REGAN
ALAN RICHTER
A N I TA ROW E
ARMIDA MENDEZ RUSSELL
EDIE SEASHORE
TERRY SIMMONS
GEORGE SIMONS
GARY SMITH
JANET SMITH
KAREN STINSON
SONDRA THIEDERMAN
R O O S E V E LT T H O M A S
MICHAEL WHEELER
TREVOR WILSON
MARY-FRANCES WINTERS
HERBERT Z. WONG
 Bank of the West 37 Hallmark 31 Pfizer Inc 9
www.bankofthewest.com www.hallmark.com www.pfizer.com
BellSouth 7 Ivy Planning 63 Pratt & Whitney 39
www.bellsouth.com www.ivygroupllc.com www.pw.utc.com
The Boeing Company 15 Lockheed Martin 59 Sodexho cover 3
www.boeing.com www.lockheedmartin.com www.sodexhousa.com
Chevron 57 MFHA 53 Shell 61
www.chevron.com www.mfha.net www.shell.com
Cisco 11 MGM MIRAGE 49 UnitedHealth Group 41
www.cisco.com www.mgmmirage.com www.unitedhealthgroup.com
Dell, Inc. 43 National City Bank 47 WellPoint cover 4
www.dell.com www.nationalcity.com www.wellpoint.com
Eastman Kodak Company 3 Nationwide Insurance 75
www.kodak.com www.nationwide.com
Ford Motor Company cover 2, pg 1 PepsiCo, Inc. 77
www.ford.com www.pepsico.com

80 P RO F I L E S I N D I V E R S IT Y J O U R N A L M AY / J U N E 2 0 0 7
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 Thanks to you, Also Featuring ... Deloitte’s Front-Runner, Redia Anderson Banks • Rejuvenating Diversity • Asian Pacific American Heritage

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WellPoint proudly recognizes GLBT Pride Month and
celebrates the talents and successes of our GLBT associates Buffy Swinehart Art Shingleton Anne DeVoe Lawler Eileen Howard Dunn Klaus Entenmann Margot J. Copeland Eileen Sweeney
and business partners. AFLAC BANK OF THE WEST CREW CVS CAREMARK DAIMLERCHRYSLER KEYCORP MOTOROLA

At WellPoint, we are addressing tomorrow’s health care issues today.

By providing domestic partner benefits that include vision, dental, and dependent medical coverage to
our associates, we are closing the gap between the insured and uninsured in the GLBT community.
Also, by extending these benefit options to our members, we are leading the way in encouraging the
growth of inclusive policies that not only recognize, but encourage diversity of all kinds, including sexual
orientation and gender identity. Working to better people’s lives is not something you do everyday – but Chad A. Jester Mary Wong Ginny Creveling Jane Robertson Alison Hager Polly O’Brien Morrow Cynthia Z. Forbes
it can be, at WellPoint. NATIONWIDE OFFICE DEPOT ONEOK ORACLE PFIZER INC PITNEY BOWES PRATT & WHITNEY

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

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