Diversity Journal - May/Jun 2006

Also Featuring ... Southern Company’s CEO David M. Ratcliffe • MFHA’s Front Runner Gerry Fernandez

Volume 8, Number 3 May / June 2006

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PUBLISHER James R. Rector

Shining the Light on Innovation If there is one comment I enjoy hearing about Profiles in Diversity Journal, it’s that people get good ideas from us. We focus on people who make a difference, and this issue is filled with people, organizations, and programs we’d like to introduce you to.

MANAGING EDITOR John S. Murphy CREATIVE DIRECTOR Linda Schellentrager MARKETING DIRECTOR Damian Johnson CONTRIBUTING EDITOR Laurel L. Fumic

Begin with CEO Richard Macedonia and Chief Diversity Officer Rohini Anand of Sodexho North America, two champions of diversity, whose profiles begin on page 19. They’re leading 110,000 employees

OVERSEAS CORRESPONDENT Alina Dunaeva WEB MASTER Jason Bice

with diversity initiatives worthy of emulation.

We also showcase CEO David Ratcliffe of Southern Company (page 48), which has shown huge increases in dollars spent with minority

LETTERS TO THE EDITOR Commentaries or questions should be addressed to: Profiles in Diversity Journal,

suppliers. And be sure to meet Gerald A. (Gerry) Fernandez, president

P.O. Box 45605, Cleveland, OH 44145-0605.

and founder of Multicultural Foodservice & Hospitality Alliance

All correspondence should include author’s

(MFHA). We like Gerry’s philosophy: “Don’t talk about it; do it!”

You can learn more about him on page 54.

Still looking for new ideas? Our Third Annual Innovation awards

full name, address, e-mail and phone number.

DISPLAY ADVERTISING 30095 Persimmon Drive Westlake, OH 44145

features 13 companies with exciting programs that everyone can learn

Tel: 440.892.0444

from. Best Buy, Sodexho, Ford Motor Company, Home Depot, and

FAX: 440.892.0737

American Airlines are among the winners. These companies have found engaging ways to involve their employees in diversity.

Another nine companies told us how they celebrate Asian Pacific

profiles@diversityjournal.com SUBSCRIPTIONS U.S. $49.95 one year / $89.95 two years; in Canada, add $15 per year for postage.

American Heritage Month. A growing number of companies report

Other foreign orders add $20 per year.

that recognizing the achievements of minority groups during monthlong

U.S. funds only. Subscriptions can be ordered at: www.diversityjournal.com or call

observances is an important way to build staff morale and foster

customer service at 800.573.2867 from

inclusion within organizations. Here we offer the personal memories

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of nine senior executives willing to tell us about the Asians they admire most. It’s a good read. We hope you’ll enjoy it.

SUBMISSIONS Reprints: profiles@diversityjournal.com

John Murphy Managing Editor

Editorial: diversityjournaledit@mac.com Photos & Artwork: diversityjournalart@mac.com

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Profiles in Diversity Journal May/June 2006

On the Cover / Special Feature

19 CEO Richard Macedonia, Senior Vice President Rohini Anand An inside look at the day-in, day-out mission at Sodexho to keep momentum going.

David Ratcliffe

48

54 4

Profiles in Diversity Journal May/June 2006

Southern Company’s “SouthernStyle” value—unquestionable trust, superior performance, and total commitment—put the energy of integrity into this Fortune 500 corporation’s diversity and inclusion initiatives.

Gerry Fernandez “Straightforward, wide open and inclusive” describes this diversity Front-Runner and his approach to leadership.

2006 International Innovation in Diversity Awards Several innovative programs designed to advance diversity and inclusion from our top award-winning companies.

Is there an idea here for your company? by Damian Johnson

64

Celebrating Asian Pacific American Heritage Several companies and individuals describe how they celebrate the month and name Asian-Americans they admire. A fresh perspective awaits you!

72 departments

Momentum Diversity Who, What, Where and When

8 Catalyst Network Groups

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Employee networks are an increasingly popular and effective—vehicle for supporting greater diversity efforts in organizations and for developing a broader talent pool.

Diversity Crossword Puzzle

by Miles Mellor

84 6

Profiles in Diversity Journal May/June 2006

“As a national supplier of top-tier IT, accounting and financial consultants, we’re in our third year of a strong, rewarding IT relationship with Halliburton. Not only has the support from its Supplier Diversity group been nothing less than impressive, but working with Halliburton has also led to great contacts at other major corporations!”

Pamela Chambers O’Rourke President & CEO, Icon Information Consultants, LP

A t Halliburton, we’ve been well rewarded for putting significant trust—and business—in the hands of minority- and woman-owned businesses.

When you partner with us, opportunity is truly a two-way street. If you have a minority- or woman-owned business, Halliburton has the energy to help. And we want to talk to you! Please contact us at supplierdiversity@halliburton.com.

HALLIBURTON

Helping to build success through supplier diversity. © 2006 Halliburton. All rights reserved.

ACS Names Ann Vezina Group President of ACS Commercial Solutions DALLAS – Affiliated Computer Services, Inc. (NYSE: ACS), a premier provider of business process outsourcing and information technology solutions, has named Ann Vezina executive vice president and group president of ACS Commercial Solutions. In this capacity, Vezina will be responsible for the operation and growth of an ACS Group that comprises nearly 60 percent of ACS’s business, contributing more than $3 billion annually in revenue.

The ACS Commercial Solutions Group serves thousands of clients around the world in industries including communications, education, energy, financial services, healthcare, insurance, manufacturing, retail, and transportation and travel.

Vezina previously served as managing director of ACS’s Business Process Solutions (BPS) line of business. In this position, she was responsible for the delivery of comprehensive business process outsourcing (BPO) services to major commercial industries, providing services to more than 300 clients across multiple vertical markets and geographies.

“Ann has been successfully leading our BPS business and has grown that business to nearly $1 billion in revenue,” said Mark King, ACS President and Chief Executive Officer. “During her three years with ACS, she’s demonstrated strong operational execution abilities, developed excellent client relationships, is a very effective communicator, and a first-class leader. I know she will do a tremendous job with our Commercial Solutions Group.”

Prior to joining ACS, she spent 18

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years with EDS progressively advancing her management and leadership skills through experience in BPO operations, sales and business development, project and client management, relationship development, and IT services.

Vezina attended Central Michigan University, where she graduated cum laude with a bachelor of science degree in business administration.

Alcoa and Alcoa Foundation Report Combined Giving of Nearly $40 Million in 2005; Meg McDonald Named President of Alcoa Foundation PITTSBURGH – Alcoa (NYSE: AA) and Alcoa Foundation, the second largest corporate foundation in the United States, have released 2005 year-end highlights from combined community giving programs that include a 38 percent increase in giving to $39.9 million in 2005, up from $28.8 million in 2004.

“The results of our programs demonstrate that corporate social responsibility is not just a catch-phrase at Alcoa. Alcoa employees live our values and work hand-in-hand with Alcoa Foundation and our community partners to enhance the quality of life of Alcoa communities worldwide,” said Alain Belda, Alcoa chairman and CEO. “Our strategy is to bring value to our partnerships beyond money, so that our partners around the world can become more sustainable in the long-run.”

As Alcoa Foundation reviews its accomplishments in 2005, it begins 2006 with new leadership. Meg McDonald has been named president, Alcoa Foundation. McDonald joined Alcoa in 2002 as general manager of

Profiles in Diversity Journal May/June 2006

corporate affairs in Australia following a distinguished career in the Australian diplomatic service. She will be based in New York City.

“Meg has extensive international experience engaging stakeholders on global issues, and she has proven to be an effective leader who produces results.

Her expertise in negotiating key global issues in the United Nations and other international organizations will be a valuable asset in her new role, as Alcoa Foundation continues to add communities to its grantmaking portfolio, and as Alcoa expands its presence around the world,” Belda said.

Before being named president of Alcoa Foundation, Meg McDonald served as general manager of corporate affairs for Alcoa World Alumina Australia, a position she has held since 2002. Prior to joining Alcoa, she was a senior career diplomat in the Australian Department of Foreign Affairs and Trade (DFAT).

Velma Monteiro-Tribble Named Alcoa Foundation’s CEO and Assistant Treasurer

Before being named chief operating officer and assistant treasurer, Monteiro-Tribble served as the senior program officer at the Foundation and was responsible for its global signature initiatives and philanthropic giving programs. She has more than 30 years of experience in grantmaking, leadership development and training, community development, community enterprise, evaluation, tests and measurements, with a wide range of national organizations.

Monteiro-Tribble has received numerous awards for her work including Urban Bankers Leadership Award and the National Woman of Achievement

Award from the National Business and Professional Women Association. She has written numerous articles and booklets on the topics of leadership and diversity. She chairs the advisory board for the Morehouse College International Leadership Center.

Bausch & Lomb Presents 2nd Annual Supplier Diversity Recognition Awards ROCHESTER, N.Y. – Bausch & Lomb presented its second annual supplier diversity recognition awards to three suppliers and one employee during a ceremony at the company’s world headquarters on March 21.

The awards, presented as part of Bausch & Lomb’s supplier diversity development program, recognize significant contributions made by suppliers and employees of the company towards Bausch & Lomb’s commitment to building relationships with diverse suppliers, including minority-owned, women-owned and other diverse enterprises.

Bausch & Lomb’s supplier diversity development program identifies diverse suppliers in order to expand the company’s ability to exceed customers’ expectations with world-class quality, service, cost, and technology.

• Packaging firm ICV - INNOVATIVE FOLDING CARTON COMPANY of South Plainfield, N.J., received the Bausch & Lomb Minority Business Enterprise Supplier of the Year Award.

• Rochester’s BUTLER/TILL MEDIA SERVICES, INC. received the Bausch & Lomb Woman-Owned Business Enterprise Supplier of the Year.

• Promotional products firm KREO, INC., of Victor, New York, received the Bausch & Lomb Corporate Citizenship Supplier of the Year.

“Bausch & Lomb’s commitment to supplier excellence helps us deliver to consumers around the globe the world’s most comprehensive portfolio of eye health products,” said DeRoy Bryant,

director of the Bausch & Lomb supplier diversity development program. “A diverse and reliable supplier base is a critical ingredient to maintaining our position in a competitive marketplace.”

Bausch & Lomb employee Steve Valenti, manager, global sourcing and procurement, received the Bausch & Lomb Buyer Advocate of the Year award.

gious consulting firms in the world; it’s been highly rewarding to build a career in a place that values innovation, collaboration, and client service,” said Mitchell.

Mitchell holds an master’s degree in information systems from George Washington University and a BSEE degree from General Motors Institute (now Kettering University).

Anthony (Tony) Mitchell Moves Into New Post at Booz Allen Hamilton

Charles O. (Chad) Holliday Jr. to Chair the Catalyst Board of Directors

Anthony (Tony) Mitchell joined Booz Allen Hamilton in 1986 as a senior consultant to support public sector government clients. He provided program management and systems engineering support to several clients and was promoted to senior associate in 1993 to help government clients develop and manage large scale communications system acquisitions. In 1995, he left the firm, but returned in 1997 to support private sector clients.

For the next five years Mitchell worked with U.S. and European telecommunications service providers to help launch new business units and product lines. During the course of his 17-year career with Booz Allen, Mitchell developed a reputation as a thought leader, staff developer, and business manager. In 2002 he transitioned back to lead Booz Allen’s public sector market in Southeastern Virginia, and in October 2005 he was promoted to vice president.

Mitchell’s current responsibilities include guiding support to clients located in the region (including major commands from all the U.S. military services and NATO) and serving as the executive sponsor for Booz Allen’s African American Forum.

“I’m very proud to be a member of one of the most enduring and presti-

NEW YORK – Catalyst has announced that DuPont Chairman and CEO Charles O. (Chad) Holliday Jr. has been named the new chair of the Catalyst board of directors. Holliday assumes leadership from Thomas J. Engibous, chairman of Texas Instruments, who will continue to serve on the Catalyst board.

The board is made up of 31 Fortune 500 CEOs and top business and professional leaders who work to fulfill the Catalyst mission—to build inclusive environments and expand opportunities for women at work.

“As we thank Tom for his extraordinary dedication and for serving as both a leader and a mentor over the past four years, we look forward to Chad’s fine stewardship as our new Chair,” said Catalyst President Ilene H. Lang.

“With his insights and expertise, and his generosity of time and spirit, Chad contributes so much in advancing the Catalyst mission. We are fortunate to have these two remarkable leaders on our board.”

“Catalyst has been absolutely steadfast in pursuing its vision of supporting and encouraging women in their career aspirations,” said Holliday. “I look forward to working with the Catalyst team and our members to advance Catalyst’s mission and extend the impact of its work.”

Profiles in Diversity Journal May/June 2006

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Holliday has been with DuPont for more than 30 years. He became CEO in 1998 and was named chairman a year later. A founding member of the International Business Council, Holliday is chairman of the U.S. Council of Competitiveness.

Catalyst is the leading research and advisory services organization working with businesses and the professions to build inclusive environments and expand opportunities for women at work. With offices in New York, San Jose, and Toronto, Catalyst is consistently ranked first among U.S. nonprofits focused on women’s issues by the American Institute of Philanthropy.

Cisco’s Susan L. Bostrom Named Chief Marketing Officer; James Richardson to Lead Commercial Business SAN JOSE, Calif. – Cisco Systems, Inc. has announced executive changes in support of the company’s growth strategies. Susan L. Bostrom has been appointed chief marketing officer (CMO) and named an executive officer of the company. Bostrom succeeds James Richardson, who has been appointed senior vice president (SVP), commercial business, a new role created to accelerate Cisco’s opportunity in its fastest-growing customer segment, made up of small and medium-sized businesses. Bostrom and Richardson will continue to report directly to Cisco President and CEO John Chambers.

“With Cisco at the mid-point of its fiscal year, these strategic organizational moves will build on the momentum we’ve captured from recent evolutions in our sales and engineering organizations that have positioned us well to meet our growth opportunity,” said John Chambers, president and CEO, Cisco Systems. “We always try to look three to five years out

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in the decisions we make, and there’s no question that the Cisco brand, our opportunity in the commercial market and the evolution of our leaders are going to take us to the next level.”

In her new role as CMO, Bostrom will focus on extending the company’s strategic positioning, branding, advertising programs, and associated growth initiatives as the company targets a broader customer base. She will be responsible for expanding marketing’s role as a stimulus for Cisco’s growth strategy and cultivating new opportunities in both new and existing market segments.

An eight-year Cisco veteran, Bostrom most recently led Cisco's Internet Business Solutions Group (IBSG). Her strong industry background includes more than 20 years of marketing experience at companies including Cisco, National Semiconductor, AT&T, McKinsey and Company, and FTP Software.

In his new role as SVP, commercial business, Richardson will be responsible for driving companywide initiatives on a global basis in the commercial market segment. He will be responsible for executing on the strategy for Cisco’s commercial market, aligning products, services, marketing, and sales strategies in order to realize the growth potential of this market.

As one of the most experienced general managers at Cisco, Richardson’s tenure at Cisco spans more than 16 years, including leading the company’s enterprise line of business and each theatre sales organization. As CMO for the past four years, Richardson has led the transformation of the function into a world-class outbound marketing organization which has been recognized as the best-in-class in high-tech marketing.

Cisco Systems, Inc. (NASDAQ: CSCO) is the worldwide leader in networking for the Internet. Information on Cisco can be found at http://www.cisco.com.

Profiles in Diversity Journal May/June 2006

Dell CEO Kevin Rollins Cites Workforce Diversity as Key to Gaining Competitive Advantages GREENSBORO, N.C. – Dell CEO Kevin Rollins, joining other chief executives and thought leaders to discuss the business imperative of diversity, said a diverse workforce can enable competitive advantages.

“I’ve seen firsthand the power of a diverse workforce,” said Mr. Rollins.

“Leveraging the similarities and differences of all team members enables Dell to develop the best products, provide a superior customer experience, and contribute in meaningful ways to the communities where we do business.”

Rollins’ comments were part of a CEO panel discussion at the third annual Chief Diversity Officers Forum organized

by Bennett College for Women. The theme of this year’s event was “Utilizing Our Differences to Make a Difference: Extraordinary Leadership for Extraordinary Times.” He added that as Dell and other businesses continue to expand, programs such as the Chief Diversity Officers Forum promote the value of diversity and play an important role in developing future leaders. Dell is a major sponsor of the forum, in which Thurmond Woodard, Dell vice president, global diversity, also participated.

While in North Carolina, Rollins also visited customers and met with the Dell team at its manufacturing facility in the Winston-Salem-Piedmont Triad area.

The plant, which opened last October and currently employs more than 750 people, builds Dell’s award-winning Opti-Plex and Dimension desktop computers for customers in the eastern United States. For more information, visit www.dell.com. To get Dell news direct, visit www.dell.com/RSS.

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How do you get started? Visit www.dell.com/pdj Dell and the Dell logo are registered trademarks of Dell Inc. ©2006 Dell Inc. Intel, Intel logo, Intel Inside, Intel Inside logo, Centrino and the Centrino logo are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries. All rights reserved. Dell Inc. cannot be held responsible for errors in typography or photography. Dell is an AA/EO employer. Workforce diversity is an essential part of Dell’s commitment to quality and to the future. We encourage you to apply, whatever your race, gender, color, religion, national origin, age, disability, marital status, sexual orientation, or veteran status.

GE Taps Deborah GE Appoints Five Company Elam For Top Officers FAIRFIELD, Conn. – GE has Diversity Role Deborah Elam has been named chief diversity officer at General Electric, Fairfield, Conn. She leads efforts globally to ensure that all GE employees feel they have an opportunity to contribute and succeed. Elam is a native of New Orleans, Louisiana, and an alumna of Ursuline Academy.

She received a bachelor’s degree in sociology at Louisiana State University and a master’s degree in public administration at Southern University in Baton Rouge.

Her success story started in 1986 when she worked at General Electric as an intern while still in graduate school.

She joined GE’s human resources leadership program in 1987 and had assignments at GE Global Exchange Services and GE Transportation. Upon completion of the training program, Elam was promoted to successively larger human resources roles in GE Consulting Services, GE Capital Mortgage Corp., GE Capital Insurance Services, and GE Capital Markets Services. In June of 2000, she was promoted to managing director, human resources, at GE Capital Commercial Finance. She was appointed to her current role in September of 2002.

Elam holds leadership roles in GE’s African American Forum, GE Women’s Network and is a member of the Executive Leadership Council (ELC)— an organization of the top African Americans in corporate America.

Elam has received numerous awards and was featured on the cover of the March 2005 issue of The Network Journal Magazine where she was named one of Twenty-five Influential Black Women in Business. She is the recipient of the Brava Award given by the YWCA of Greenwich, Conn., to women who are achievers at work and also give back in their communities. Elam resides in Stamford, Conn., with her husband and two daughters.

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announced the appointment of six new company officers.

Gregory Burge, 50, is vice president, networked solutions, GE Security. Most recently Burge was general manager of Security’s Networked Solutions business which designs, manufactures and distributes security solutions and information services to the residential, commercial, real estate/automotive and shipping port markets. Burge received his bachelor’s degree in business administration from Pepperdine University in 1977.

Steven Fludder, 45, is vice president,

sales, for GE Water & Process Technologies. A 22-year GE veteran, Fludder has had a variety of global roles in sales and operations in his career.

Most recently, Fludder was CEO of China for GE Energy. Fludder received his master’s in mechanical engineering from the Massachusetts Institute of Technology in 1988. He holds undergraduate degrees from Columbia University in New York and Providence College in Rhode Island.

Akihiko (Kiko) Kumagai, 49, is president and CEO, GE Consumer Finance, Japan. He will oversee the growth of Consumer Finance in a critical global market and manage the expansion of GE Money, a new consumer-banking brand from GE. A 22-year GE veteran, Kumagai has had a variety of roles with increasing responsibility within the Commercial function in his career.

Kumagai received his bachelor’s degree in economics from the University of California at Los Angeles in 1979.

Daniel C. Janki, 37, is vice president, corporate investor relations. Janki will lead communications efforts to the company’s various investor bases. Most recently, Janki was the Americas Finance Leader for GE Consumer Finance. He received his bachelor’s degree in finance and accounting from Ohio State University in 1990.

Profiles in Diversity Journal May/June 2006

Brian Worrell, 36, is now vice president,

GE Corporate Audit Staff. In this role, Worrell oversees the company’s internal Audit organization. Most recently, Worrell has been general manager, finance, for GE Oil & Gas. Prior to that, Worrell had a succession of finance roles within GE Healthcare. Worrell received his bachelor’s in economics from the University of North Carolina in 1992. For more information, visit the company’s Web site at www.ge.com.

GM Names Michael A. Jackson North America VP of Marketing and Advertising Mike Jackson was appointed GM North America vice president of marketing and advertising on March 1, 2006.

He is responsible for directing the marketing, advertising, and media efforts for the eight GM vehicle divisions.

Prior to his promotion, Jackson was the regional general manager of GM’s western region headquartered in Thousand Oaks, Calif., where he led the sales, marketing, and distribution efforts for the region’s 16 member states since February 2002. The region is responsible for sales of the Chevrolet, GMC, Pontiac, Buick, Cadillac, Hummer, Saab, and Saturn brands.

Jackson joined GM in February 2000 following a series of key leadership positions in sales and marketing at CocaCola, PepsiCo, and Coors Brewing Company. Prior to his current position, he served as executive director of sales and marketing support based at GM’s global headquarters in Detroit. As executive director he developed and led the team focused on integrating the Company’s sales and promotional efforts.

He received the distinguished Chairman’s Honors in 2002 for being a leader in the “Keep America Rolling” program.

In 1978, he received a bachelor’s degree in journalism from Kent State University in Ohio and a master’s degree in communications from the Annenberg School at the University of Southern California (USC) in 1981. He also completed the University of Pennsylvania, Wharton Executive Development Program in 1993 and the GM Senior Executive Program in 2002.

A native of Youngstown, Ohio, and a graduate of Ursuline High School, Jackson currently resides in Bell Canyon, California, 15 miles northwest of Los Angeles, with his wife and two children.

Chris Womack Named to Key Leadership Position at Georgia Power ATLANTA – The Georgia Power board of directors recently named Chris Womack executive vice president of external affairs, one of the top leadership positions in the company.

Womack most recently served as senior vice president and chief production officer for Georgia Power.

“Chris has had extensive external affairs experience in Washington, D.C., and while working at Alabama Power.

I am confident he is the person we need to lead the external affairs organization at Georgia Power,” said Mike Garrett, president and CEO. In his new position, Womack will be responsible for leading and directing the policies and activities of the company’s governmental and regulatory affairs, environmental affairs, land, corporate communication, and economic development functions. Womack also will work closely with the company’s regional vice presidents, who manage the company’s field operations and have responsibilities for external affairs in their respective areas.

Womack joined Alabama Power in 1988 as governmental affairs representative. He served as assistant to the vice 14

president of public affairs, director of community relations, vice president of public relations, and senior vice president of public relations and corporate services at Alabama Power. In 1998 he was named senior vice president of human resources of Southern Company, and in 2001 he was named senior vice president of fossil and hydro power and senior production officer at Georgia Power.

A native of Greenville, Ala., Womack holds a bachelor’s degree from Western Michigan University and a master’s degree in public administration from American University. He attended the Stanford Executive Program and in 2005 was named one of the 75 Most Powerful African Americans in corporate America

by Black Enterprise magazine.

Georgia Power is the largest subsidiary of Southern Company, one of the nation’s largest generators of electricity.

Prior to joining Halliburton, Thurman worked for Arthur Andersen LLP in Dallas in that company’s human resources practice, and also as an investigator with Harris Trust and Savings Bank and The Northern Trust Company.

Thurman graduated from Indiana University School of Law, Bloomington, and earned her bachelor of business administration degree with cum laude honors from Florida A&M University, Tallahassee.

Halliburton, founded in 1919, is one of the world’s largest providers of products and services to the petroleum and energy industries. The company serves its customers with a broad range of products and services through its Energy Services Group and KBR. Visit the company’s World Wide Web site at www.halliburton.com.

Halliburton Names Thurman New Employee Relations Senior Manager

Dorria L. Ball Named Director, Global Diversity and WorkLife at Kraft Foods, Inc.

HOUSTON – Monica Thurman has been promoted to the position of senior manager of employee relations for Halliburton’s (NYSE: HAL) Energy Services Group. Previously, Thurman was counsel for the employment law department.

Throughout her career, Thurman has focused her expertise on employee benefit matters and employment law.

Since joining Halliburton in October 2001 as an employee benefits attorney, she has advised the human resources department on administering retirement and health benefits and on selecting providers and safeguarding employee health information. Thurman has represented Halliburton before the Internal Revenue Service, the Department of Labor, and the Pension Benefit Guaranty Corporation.

Dorria L. Ball is the director of global diversity and worklife for Kraft Foods.

She is headquartered in Northfield, Ill. Ball and her team are responsible for defining the Global Diversity and WorkLife strategy for Kraft Foods worldwide. Kraft Foods is the largest food company in North America, and the second largest in the world with net revenues exceeding $34 billion. The company has 94,500 employees (43,000 in the United States), and operations in 70 countries.

Prior to this assignment, Ball was the director of organizational development for the Kraft Foods global marketing resources group.

Ball began her career with Kraft in sales management, where she held numerous assignments of increasing responsibility, calling on customers and

Profiles in Diversity Journal May/June 2006

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managing teams. She transitioned into human resources in 1994, and has since held various human resources assignments including multiple assignments supporting business sectors (Beverages and Snacks).

Ball has been a significant contributor to the Thurgood Marshall Scholarship Fund as a member of the advisory board, a former steering team member of the William J. Clinton Foundation’s Harlem Small Business initiative, a member of the review panel for Companies That Care, a member of Alpha Kappa Alpha sorority, and an active member of the Abyssinian Baptist Church.

Ball is a graduate of Indiana University. She is a native of Indianapolis, Indiana, but currently resides in Westchester, New York.

Jackie Parker Joins Newell Rubbermaid as Director, Diversity and Inclusion Newell Rubbermaid has announced the appointment of Jackie Parker to director, diversity and inclusion. In her new role, she will report to Jim Sweet, vice president of human resources.

Parker comes from Russell Corporation where she served as director of diversity development responsible for the leadership, management, and execution of all diversity programs.

“With Jackie’s leadership, Newell Rubbermaid will strive to create an inclusive culture that enables our employees to contribute their full capabilities to our company’s success and to develop their talents, strengths, and careers,” said CEO Mark Ketchum in announcing the appointment.

Parker brings over 19 years of leadership experience in the consumer products industry. Prior to her role at Russell, she functioned in a variety of sales and marketing roles with PepsiCo, Quaker Oats, Nabisco Foods, and the Campbell 16

Soup Company. She has an MBA in marketing from Johns Hopkins University.

Clinton A. Lewis Jr. Named Senior Vice President of Sales by Pfizer Clinton A. Lewis Jr. is senior vice president of sales for the U.S. Neuroscience Therapeutic Cluster at Pfizer Inc. He is responsible for a portfolio of top selling branded prescription medications that had a combined revenue of more than $4.5 billion in 2005. He assumed this role in January 2006.

Lewis has worked in the pharmaceutical industry and at Pfizer for eighteen years and has held key positions of increasing responsibility in the areas of sales, training, sales management, marketing, and general management. He is based at Pfizer headquarters in New York City. Lewis began his career with Pfizer, the world’s largest research-based pharmaceutical company, in 1988.

In 2000 he was promoted to vice president of sales for the Park Davis 3 Division, where he successfully led Zyrtec to the #1 branded antihistamine position in the country, generating more than $1 billion in revenue. In 2005, he was promoted to senior vice president, sales, for the U.S. Learning & Development Organization.

During his tenure at Pfizer, Lewis has achieved numerous honors including District Manager of the Year and has twice earned the Regional Manager of the Year award.

In addition to his current professional responsibilities, Lewis is a member of the board of trustees for his alma mater, Fairfield University. He is a board member and ardent supporter of INROADS, Inc., volunteering his time with the Northeast region affiliate.

Lewis holds a bachelor’s degree

Profiles in Diversity Journal May/June 2006

in biology from Fairfield University, Fairfield, Conn., and an MBA in marketing from Fairleigh Dickinson University, Hackensack, N.J. He is married to Teresa and has two sons, Alex and Evan.

He enjoys golf, teaching, drawing, and reading business publications.

Sodexho USA Names Alfonso Martinez to Senior Vice President Position GAITHERSBURG, Maryland – Sodexho USA (NYSE: SDX), the nation’s leading provider of food service and facilities management, announced recently that Alfonso Martinez has been named senior vice president of human resources for the Corporate Services and Vending Division.

“We are excited to have Alfonso Martinez join the Sodexho team,” said Sodexho Group President Michael Norris. “His expertise and leadership in workforce development, recruitment strategies, and performance management systems will strengthen our key human resource initiatives in the Corporate Services and Vending Division.”

Most recently, Martinez was the president and CEO of the Hispanic Association on Corporate Responsibility in Washington, D.C. In this role, he represented a board of directors consisting of 14 national Hispanic nonprofit CEOs, with a mission to grow the inclusion of the Hispanic community in corporate America in the areas of employment, procurement, philanthropy, and board directorships.

Martinez is a graduate of the University of Denver School of Business and Hotel/Restaurant Management and earned a master’s degree in organizational development from Johns Hopkins University in Baltimore, Maryland. He resides and will office in Gaithersburg, Maryland.

PDJ

Cathy Arnett, President, Utility Support Systems, Inc., Distribution Engineering Services; Vickley Raeford, President, Raeford Land Clearing, Inc., Grading and Right-of-Way Clearing; Rajana Savant, President, Mesa Associates, Inc., Engineering and Research Development; Elizabeth Gats, President, Stag Enterprises, Inc., Commercial and Industrial Supplies Distributor.

Y O U M I G H T B E S U R P R I S E D W H AT T H E Y C O N S I D E R W O M A N ’ S W O R K .

These businesswomen have prevailed in nontraditional fields because they met challenges head-on and took advantage of opportunities that came their way.

Opportunities like becoming a vendor for Georgia Power, a subsidiary of Southern Company, the South’s premier energy company. Through our Supplier Mentor Program and other diversity initiatives, we have assisted qualified female and minority-owned companies acquire the experience, knowledge, and contacts to help grow their businesses. At Georgia Power, we believe that their success will contribute to the economic success of all the communities we serve. To learn more, visit us at southerncompany.com/suppliers/diversity.asp.

True strength has many faces.

At DaimlerChrysler Corporation, we work hard to design, engineer and build the best cars and trucks available. And it’s all made possible through the dedicated work of every employee. Unity does, indeed, create beautiful things.

Chrysler, Jeep, and Dodge are registered trademarks of DaimlerChrysler Corporation.

Richard Macedonia is the president and chief executive officer of Sodexho, Inc., the leading provider of food and facilities management services in North America.

In this role, he is responsible for overseeing the company’s six operating divisions, $6.3 billion in annual sales, and more than 6,000 clients. Mr. Macedonia is also a member of the Sodexho Alliance Executive Committee.

A graduate of Indiana University of Pennsylvania, Mr. Macedonia began his career with the company in 1968 as a unit manager in the Campus Services Division, and joined Sodexho’s Health Care Services Division in 1975 as a district manager for the Southern New England region.

S p e c i a l Fe a t u r e

So d ex h o N o r t h A m e r i c a

Sodexho North America An interview with Richard Macedonia – President and CEO

K

eeping diversity and inclusion at the forefront of a company with 125,000 employees in North America alone is a day-in, day-out mission at Sodexho. It calls

for—and receives—the collective commitment of management and employees and the steadfast integrity of all to keep the momentum going.

What innovations has Sodexho implemented in 2005?

In 2005, Sodexho was recognized by Profiles in Diversity Journal’s International Innovation in Diversity Awards for its Action Learning Program, an initiative that provides Sodexho employees at all levels of the organization with the opportunity to earn a college degree while at work. The program combines on-the-job projects with independent study to provide a solid basis for business results and formal education.

Sodexho also received Honorable Mention in the 2004 Profiles in Diversity Journal International Innovation in Diversity Awards for its innovative Diversity Scorecard, designed to measure both qualitative and quantitative progress. This is a state-of-the-art scorecard, and is considered a benchmark in corporate America. Most significantly, 10 percent to 15 percent of each manager’s bonus is linked to the scorecard outcomes.

ALL PHOTOS COPYRIGHT BY SODEXHO. USED WITH PERMISSION.

Profiles in Diversity Journal May/June 2006

21

R i ch a r d M a c e d o n i a

Pr e s i d e n t a n d C E O

Company Snaphot interview ::

Gaithersburg, Md.

Most company

HEADQUARTERS:

leaders say

COMPANY WEB SITE:

diversity drives

www.sodexhoUSA.com SDX

business results.

NYSE:

What part did

PRIMARY BUSINESS:

Food and facilities management

diversity and inclusion play in your company’s 2005 growth and

“Every player in the global market is dealing with attracting and retaining the culturally competent talent needed to sell and operate business in a multinational environment.”

NUMBER OF EMPLOYEES:

PARENT COMPANY: Sodexho Alliance, employer of 324,000 people at 26,700 sites in 76 countries

earnings?

Sodexho firmly believes that diversity and inclusion give our

With a presence in 76 countries,

company a competitive edge and have

Sodexho has formed an International

played a significant role in driving our

Diversity Working Group made up of

business results, particularly in the area of

representatives from countries around

new business. Sodexho has won several

the globe. Sodexho’s North American

significant contracts over the past four

Senior Vice President and Chief

years, most notably the U.S. Marine

Diversity Officer Rohini Anand leads

Corps contract, due to our ability to

this working group and represents the

work with diverse partners and organiza-

United States in this working group.

tions to provide service.

Currently, Sodexho has a global strategy, with Australia and France taking the

GLOBAL / MARKET ISSUES

lead in implementing the strategy locally.

Is overall diversity and

In our global inclusion work, we think

inclusion management

globally while adapting the strategy

largely based in Sodexho’s

to each region’s local culture for

United States operations,

implementation.

or present throughout the worldwide organization?

22

125,000

Profiles in Diversity Journal May/June 2006

S p e c i a l Fe a t u r e

So d ex h o N o r t h A m e r i c a

As a global company in today’s marketplace, does Sodexho face any particular challenges—cultural, socioeconomic, demographic, or legal—selling or producing products?

Hiring and retaining good people?

“By naming diversity

Every player in the global market is

How does a company as fast-

dealing with attracting and retaining the

growing and fast-changing as

culturally competent talent needed to sell

yours keep up with diversity

and operate a business in a multinational

development throughout

environment. This challenge will intensify,

the organization?

exacerbated by the impending labor gap

Although Sodexho is celebrating its 40th

resulting from an aging workforce, an

anniversary this year, Sodexho North

increasing number of retirees, and a

America is a relatively young company,

shrinking labor pool.

established in 1998 when Sodexho

and inclusion as one of six business imperatives, Sodexho

Additionally, as markets in the devel-

merged with Marriott Management

oping world increase, our managers must

Services. This merger tripled our compa-

have the cultural competencies to work

ny’s presence in North America and its

effectively with employees from all parts

employee base.

of the world, as well as understand the

With more than 110,000 employees at

tastes and needs of an increasingly diverse

more than 6,000 locations across the 50

customer base.

states, Sodexho uses both a top-down and

sends a strong signal about the critical role the objective plays in our organization’s success.”

bottom-up strategy to achieve our company’s strategic objective to increase diversity

Profiles in Diversity Journal May/June 2006

23

R i ch a r d M a c e d o n i a

Pr e s i d e n t a n d C E O

interview ::

and inclusion. Our company has made a

bonus-eligible

significant investment by establishing a

accountable for diversity results with a

formal structure to support the objective

direct link to their annual incentive

and make it a part of our core business

compensation. For the third consecutive

strategy. By naming diversity and

year, I have committed to paying these

inclusion as one of six business impera-

bonuses, regardless of the financial

tives, Sodexho sends a strong signal

results of our company. I want to send a

about the critical role the objective plays

powerful message about the importance

in our organization’s success.

of diversity and inclusion in our overall

“Given the increasing diversity of the U.S.

are

held

business strategy.

Diversity Leadership Council set the diversity strategy. The

strategy

is

Are there unique

workforce, Sodexho is

implemented by diversity councils in

opportunities in your

in a good position to

each of our major business lines under

particular industry for

the leadership of senior directors of

implementing diversity

diversity, who ensure alignment and

programs?

help to drive accountability in the busi-

Sodexho is in a very unique position,

ness segments.

from both a business perspective and a

enable our clients in serving the sophisticated palates of their employees

At the grass-roots level, employee net-

social responsibility perspective, to

with menus that are

work groups further ensure that our

implement diversity programs that not

culturally diverse and

diversity efforts are operational in our

only support its customers and employ-

business. A multifaceted and multiyear

ees, but also the communities it serves.

service that recognizes

Diversity Learning Strategy supports the

Given the increasing diversity of the

the unique expectations

entire effort.

U.S. workforce, Sodexho is in a good

of a broad spectrum of customers.�

24

The Office of Diversity and the

managers

To further weave diversity into the

position to enable our clients in serving

fabric of the corporate culture and hold

the sophisticated palates of their

managers accountable, Sodexho has

employees with menus that are cultural-

implemented a sophisticated Diversity

ly diverse and service that recognizes the

Scorecard that measures progress. All

unique expectations of a broad spectrum

Profiles in Diversity Journal May/June 2006

S p e c i a l Fe a t u r e

So d ex h o N o r t h A m e r i c a

Network Groups Sodexho currently has five chartered employee network groups that help to drive its mission, core values, and diversity strategy, particularly in the areas of recruitment, retention, and development of diverse talent.

The mission of WiNG (Women’s Network Group) is to foster a culture where enhancing women’s individual and professional growth contributes to the global success of our company and the communities we serve.

The mission of SOL is to promote Sodexho’s success and support its mission and diversity strategy by enhancing the quality of life at Sodexho for Latinos, facilitating interaction and communication among our members and with community organizations, and promoting external awareness of Sodexho.

The mission of the AALF is to embrace the spirit of positive change undertaken by Sodexho through the Diversity Leadership Council (DLC). We are committed to making significant contributions to the many challenges and opportunities that face our organization and to increase value for our employees, customers, and shareholders.

The mission of PANG is to foster a corporate environment in Sodexho that embraces and values the cultural diversity of its employees by enhancing the individual and professional growth of Pan Asians and increasing the awareness of Pan Asian cultures, thereby contributing to the success of the company.

The mission of PRIDE is to strategically align Sodexho’s organizational structure to embrace all diversity, inclusive of gay, bisexual, and transgender employees, so that value is added to Sodexho.

Profiles in Diversity Journal May/June 2006

25

R i ch a r d M a c e d o n i a

Pr e s i d e n t a n d C E O

interview ::

of customers. Through our extensive

personal situation. Sodexho University

Supplier Diversity Program, Sodexho is

also offers a variety of online and self-

able to source and provide unique

study options to its employees to help

opportunities for local vendors that help

them in gaining the skills and knowl-

in supporting the communities where it

edge necessary to advance in careers

does business, providing customers with

with Sodexho.

authentic local flavor and enhancing the overall economy of the community.

Finally, as a major employer in the

“As a major employer in the United States, Sodexho is in a unique position to provide opportunities that lead to personal, professional, and financial growth for its employees, thereby improving the quality of the overall labor pool.�

26

Do international issues ever get in the way of corporate

United States, Sodexho is in a unique

support for diversity

position to provide opportunities that

objectives and processes?

lead to personal, professional, and finan-

What kinds of strategies

cial growth for its employees, thereby

does the company employ

improving the quality of the overall

in dealing with them?

labor pool. Sodexho has implemented

Our parent company, Sodexho Alliance,

several programs that help to increase

recognizes the competitive advantage

the overall English language skills of its

that a diverse and culturally competent

workforce. Last year, we launched an

workforce provides. Within the various

ESL (English as a Second Language)

countries where we do business, the

initiative using the Sed de Saber system,

focus of inclusion efforts may take on

developed by Retention Education, to

local nuances, but the end goal, to

help Spanish-speaking employees learn

attract and retain the best talent from

English. Sodexho also provides employ-

the labor pool, remains unchanged. Our

ees with the opportunity to earn college

strong and compelling mission and

degrees through the University of

values ensure that all countries are clear

Action Learning. These programs

about the importance of diversity and

benefit employees for whom a traditional

inclusion in our organization, while tak-

education may be out of reach or impos-

ing into account local laws and cultural

sible to attain given their current

nuances. Where issues may arise, clear

Profiles in Diversity Journal May/June 2006

S p e c i a l Fe a t u r e

So d ex h o N o r t h A m e r i c a

Personal Profile About the CEO—Richard Macedonia Where does your personal belief in diversity and inclusion originate? Who were your role models? Was there a pivotal experience that helped to shape your view?

The pivotal experience was when I moved to the D.C. area 18 years ago. It was the first time my family and I had been in such an internationally diverse area. Diversity was all around us in such an exciting way— students in the schools, our neighbors, the restaurants, the diplomatic community. This was a big difference for us. As for role models, I didn’t really have any business role models who were leaders in diversity. At the time I was growing in my career, this wasn’t something that was focused on and, at that time, the leaders of companies were not very diverse themselves.

Who has shaped your thinking as a leader? What business skill or style has influenced you?

I was inspired by the civil rights leaders of the ’60s because they brought to my attention the issues of the era that have become so important to me and raised my sensitivity level to those issues. Also, they were able to gain the attention of millions of people and change their thinking to be more open and more inclusive. It was an era of great rhetoric and passionate speeches; these have inspired me as a business leader who has a responsibility to channel the forces of thousands of employees.

How did you get to your present position? What was your career path?

I started with Sodexho 37 years ago as a management trainee and had only one position before that with another company. I worked in many of our business divisions in staff and operations positions. I know this company inside and out, and I think that is key to leading any company.

Who were your mentors? How did they help you in your professional and personal life? Are you mentoring anyone today?

As I was growing in my career, mentorship wasn’t really done on a formal basis, but I was fortunate to be informally mentored by wonderfully savvy managers, even if we didn’t call it that! These people dramatically aided my career and professional development, although we never sat across a table from each other and had official “mentor” meetings. They have made such a difference to me and my career that I am now fanatical about mentoring. I encourage it at Sodexho, and I personally have four managers I mentor here; three are female, and one is male. I also mentor two former Sodexho managers who now have moved on to entrepreneurial ventures. I believe it’s extremely valuable to spend time doing this.

What business books or journals do you read regularly or recommend for aspiring business leaders?

About every four months, I read The Five Temptations of a CEO: A Leadership Fable by Patrick M. Lencioni. I also read Execution: The Discipline of Getting Things Done by Larry Bossidy and others, and the Harvard Business Review.

How would you describe your concept and style of leadership?

I have a casual management style that people will also tell you is “transparent.” You really get what you see with me, so I think that makes people feel comfortable around me. At the same time, though, I consider myself very demanding about measured outcomes and accountability.

Were there any experiences that discouraged you or taught you hard lessons about diversity and inclusion implementation?

The hardest lesson for me is that it takes time, once you implement diversity and inclusion programs, for the results to show up statistically or culturally (although you can see changes faster on the cultural side). You always want to report changes and improvements immediately to your stakeholders who are watching and caring for your company. But this is one area where that’s not possible. So I’ve had to temper my expectations that there will be an immediate cause and effect in this area; it is constant heavy lifting every day, every week.

What has been your proudest moment as a leader in this company?

Last year, my first as CEO for Sodexho Inc., I attended our 6th annual Sodexho Foundation Dinner celebrating Heroes of Everyday Life and was blown away. I heard about and met eight Sodexho employees who give back to the communities in which they work and live in support of the fight against hunger not because we expect them to, but because they just have these wonderful, expansive spirits and generosity. I was awestruck to be in their presence, frankly. Some of our vendors were at the awards dinner, too, and came up to me to ask how they could get that same program implemented in their organizations. I didn’t know what to tell them—how do you sell “spirit?” I think you either have it or you don’t, and I am so proud to say that Sodexho and our more than 125,000 employees have it.

Profiles in Diversity Journal May/June 2006

27

R i ch a r d M a c e d o n i a

Pr e s i d e n t a n d C E O

interview ::

lines of communication among the

tion. For the members of the executive

various countries and training in work-

team, the senior-most leaders of our

ing across cultural differences have

company, a full quarter, 25 percent of

helped to resolve issues quickly.

their incentive, is tied to diversity results.

LEADERSHIP

“Within each of the major business lines, senior directors of diversity report directly to the market president.

These direct reporting relationships ensure that diversity and inclusion are part of our company’s overall strategy and business growth, and woven into everything that we do.”

28

What resources—financial

How do diversity and

and human—are allocated

inclusion impact your

to diversity?

company’s bottom line?

The leadership of Sodexho is fully com-

Diversity and inclusion are competitive

mitted to diversity and inclusion. From

differentiators for Sodexho and have led

the top, Senior Vice President and Chief

to business growth. In today’s ever-

Diversity Officer Rohini Anand reports

changing global marketplace, every

directly to me. Within each of the major

company is looking for a competitive

business lines, senior directors of diversity

advantage. For Sodexho, that edge has

report directly to the market president.

come from an area that may be over-

These direct reporting relationships

looked by others in senior leadership—

ensure that diversity and inclusion are

diversity. Leveraging diversity as a

part of our company’s overall strategy

competitive advantage and incorporating

and business growth and woven into

it into our company fabric have been

everything that we do. The CEO and

critical success factors for our organiza-

several of his direct reports lead the

tion. The talent pool is becoming more

Diversity Leadership Council. The

diverse, and the competition to attract

Office of Diversity with responsibility

and retain top talent is increasing. We

for affirmative action, external relations,

know that companies that focus on

and diversity initiatives. Additionally, all

being the best place to work for a diverse

bonus-eligible

held

workforce will set themselves apart from

accountable for diversity progress with a

their competitors and enhance their rep-

direct link to their incentive compensa-

utation by having diverse talent. This, in

Profiles in Diversity Journal May/June 2006

managers

are

S p e c i a l Fe a t u r e

So d ex h o N o r t h A m e r i c a

Sodexho D&I Awards 2006 Awards Profiles in Diversity Journal: DiversityInc: DiversityInc: DiversityInc: Black Collegian: Hispanic Magazine:

First Place (tie) for International Innovation in Diversity Award Top 50 Companies for Diversity Top Companies for People with Disabilities Top Companies for Women Executives Top Employer for African American Graduates Corporate 100 List of Best Places to Work for Latinos

2005 Awards Asian Enterprise Magazine: Autism Services Association: Black Collegian: Black Professional Magazine: DiversityInc: DiversityInc: DiversityInc: Foundation for Ethnic Understanding: Hispanic Business Magazine: Hispanic Magazine/Hispanic Trends: Hispanic Magazine/Hispanic Trends: The Women’s Business Center: Latina Style Magazine: National Eagle Leadership Institute: Profiles in Diversity Journal:

Top 10 Companies for Asian-American Employees 2005 Employer of the Year Top 100 Employers for 2005 Top 25 Companies for African Americans Top 10 Companies for People with Disabilities Top 10 Companies for Supplier Diversity 25 Notable Companies for Diversity Joseph Papp Corporate Diversity Award Top 10 Best Companies for Hispanics Hispanic Corporate 100 Top 50 Corporations for Supplier Diversity Diversity Innovator Award Top 50 Companies for Latinas 2005 Career Focus Eagle Award, James Taylor International Innovation in Diversity Award

2004 Awards 2004 Diversity Advocate Award, Michel Landel Asian Enterprise Magazine: Black Collegian: Top 100 Employers for 2004 DiversityInc: Top 10 Companies for Diversity Latina Style Magazine: Top 50 Companies for Latinas, Honorable Mention MFHA (Multicultural Foodservice & Hospitality Alliance): Profiles in Diversity Journal: Savoy Professional Magazine: 2003 Awards Diversity Best Practices: Latina Style Magazine:

Strategic Examples of Excellence in Diversity (SEED) Award International Innovation in Diversity Award, Honorable Mention 50 Great Companies That Attract, Nurture, and Retain African-American Professionals

Diversity Leadership Award Top 50 Companies for Latinas

2002 Awards Top 100 Employers for 2002 Black Collegian: Latina Style Magazine: Top 50 Companies for Latinas Minority Corporate Counsel Association: 2002 Employer of Choice Montgomery County, Md.: Employer of the Year Pyramid Award State of Nevada: Employer of the Year by Nevada’s Governor’s Committee on Employment of People with Disabilities

Profiles in Diversity Journal May/June 2006

29

R i ch a r d M a c e d o n i a

Pr e s i d e n t a n d C E O

interview ::

“Sodexho also has

turn, will lead to business growth.

the top, with intensive, ongoing edu-

Additionally, by providing staff mem-

cation for our executive team. As the

bers who are culturally competent and

chief diversity officer reports directly

able to adeptly manage the needs and

to me, a portion of each executive team

expectations of a diverse workforce, we

meeting is dedicated to diversity to

are able to meet and exceed the expecta-

review current progress and issues.

tions of our clients and customers,

Additionally, all exempt employees are

thereby further enhancing business

required to complete a full day of Equal

growth.

Employment Opportunity (EEO) training and a full day of Spirit of Diversity

developed EEO and

What qualities do you look

training. Employees must also recertify

diversity training for

for when hiring managers?

in EEO using an innovative online

How do you measure attitudes?

training program. Additionally, learning

Sodexho

competency-based

labs on specific diversity topics such as

selection system for management and

race, gender, sexual orientation, etc.,

professional positions. The competen-

further enhance cross-cultural compe-

cies include areas of project manage-

tencies in our management.

our front-line hourly population to ensure that everyone in our company is provided with opportunities that raise the overall

has

a

ment, employee development, commu-

These learning experiences and many

nication, and diversity. We look for

other actions that increase cultural com-

managers who are able to lead diversity

petence are tracked through Sodexho’s

teams today and into the future.

Diversity Scorecard. This Scorecard is

awareness level

used to calculate the portion of all

How does your organization

bonus-eligible managers’ incentive that

deal with and train for cross-

is linked to diversity and inclusion

competence of our

cultural competencies for its

results (25 percent of the executive team

entire organization.”

leadership? What accountability

and between 10 percent and 15 percent

do you employ to meet

for all other bonus-eligible managers).

and cultural

objectives? Is accountability

30

Sodexho also has developed EEO and

linked to compensation?

diversity training for our front-line

Diversity learning at Sodexho starts at

hourly population to ensure that every-

Profiles in Diversity Journal May/June 2006

S p e c i a l Fe a t u r e

So d ex h o N o r t h A m e r i c a

Chef Martin Yan joins Sodexho’s Pan Asian Network Group (Pang) in a fundraiser to help Tsunami victims.

Also pictured Narsi David, a local California radio food celebrity, and Joey Altman of KRON-TV.

one in our company is provided with

to track the progress of high-potential

Can you give us an example

opportunities that raise the overall aware-

candidates and ensure they are provided

of a program getting off

ness level and cultural competence of the

with experiences and opportunities to

track? What did you learn

entire organization.

advance their skill set. Managers and

from that experience?

employees are able to record their devel-

With more than 110,000 employees

Do you create and maintain

opmental activities and access resources

working at more than 6,000 locations

management continuity

that may be used to further develop their

across the United States, it is very diffi-

rosters for promotable

abilities. Sodexho also has linked the suc-

cult to reach every individual. Sodexho

individuals? How do you

cession planning process with its Spirit of

has learned the importance of clear, con-

ensure diversity candidates

Mentoring initiative to ensure that high-

sistent, and ongoing communications in

are included?

potential staff members are provided with

ensuring that programs stay on track.

Sodexho has a rigorous succession plan-

a mentor. Throughout this process there

This involves the use of a variety of

ning process that is completed annually

is a metric linked to the Diversity

vehicles

for all management positions. While the

Scorecard to ensure progress in increasing

intranet, weekly eBulletin, voicemail

formal review takes place once a year in

diversity in the pipeline.

system, printed materials, and face-to-

including

our

company’s

face-to-face meetings between the busi-

face meetings between members of the

ness leaders, there is an ongoing process

employee network groups, diversity

Profiles in Diversity Journal May/June 2006

31

R i ch a r d M a c e d o n i a

Pr e s i d e n t a n d C E O

interview ::

councils, and general business meetings.

What makes you confident

Annually, Sodexho reinforces and com-

that you and your team have

municates its progress and objectives to

the organization’s momen-

all exempt employees and clients via its

tum moving in the right

Annual Diversity and Inclusion Report.

direction? What is the vision

The lessons from our diversity experi-

for the company in five

ence at Sodexho are that we cannot lose

years?

momentum, and we must continually

Sodexho’s diversity vision is: to ensure

provide diversity communications to

that diversity and inclusion are an inher-

each of our more than 110,000 employees

ent part of our culture and business

if we are to stay the course.

growth, unleashing energy and talent at

“The Diversity Who chairs your

ing in innovative solutions that con-

company’s diversity council?

tribute to a spirit of team, service, and

is led by the CEO and

How are decisions about

progress. With diversity and inclusion as

the senior-most

diversity made in your

a competitive advantage, Sodexho is an

organization? Which teams

executives for strategy,

employer of choice and the benchmark

are brought together?

for customers, clients, and communities,

human resources,

The CEO chairs the Sodexho Diversity

domestically and globally.

Leadership Council

and diversity. This group sets the diversity strategy for our company.”

32

all levels of the organization and result-

Council and the chief diversity officer

It is clear that the teams across

reports directly to me. The Diversity

Sodexho have embraced this vision and

Leadership Council is led by the CEO

are striving to meet it. This is manifest-

and the senior-most executives for strat-

ed in a strong partnership between

egy, human resources, and diversity.

diversity and human resources staffs to

This group sets the diversity strategy

ensure that diversity is imbedded in all

for our company, taking into account

human resources’ processes. It also is

feedback from the division diversity

manifested in requests from our lines of

councils, employee network groups,

business to ensure that the products and

human resources leadership team, and

services we develop take a diversity of

the executive team.

perspectives into consideration.

Profiles in Diversity Journal May/June 2006

S p e c i a l Fe a t u r e

Sodexho is striving to be the bench-

So d ex h o N o r t h A m e r i c a

Sodexho’s Diversity Vision

mark and leader in corporate America in

Diversity and inclusion is an inherent part of our culture and business growth.

diversity and inclusion. This is an ambi-

The energy and talent at all levels of the organization is unleashed, resulting

tious goal but well within the grasp of

in innovative solutions that contribute to the spirit of team, service, and progress.

the organization, as it has put in place

With diversity and inclusion as a competitive advantage, Sodexho is an

a clear vision and strategy and the

employer of choice and the benchmark for customers, clients, and communities,

resources to succeed. Achievement of

domestically and globally.

this goal will clearly differentiate our company in the marketplace as the impending labor shortage becomes reality and the battle for talent gets more intense.

EMPLOYEE INCLUSIVENESS Sometimes diversity is referred to as a “numbers game.” How does your company know its culture is not just tied up in numbers?

How do the human stories circulate in-house and celebrate success?

Sodexho is very conscious of ensuring that its diversity and inclusion efforts are not perceived as a quota system.

Sodexho’s Diversity Scorecard measures not only quantitative but also qualitative results that reward managers for actions that help to change the culture long term.

Sodexho also has put initiatives in

Profiles in Diversity Journal

May/June 2006

33

R i ch a r d M a c e d o n i a

Pr e s i d e n t a n d C E O

interview ::

“Sodexho is striving to be the benchmark and leader in corporate America in diversity and inclusion. This is an ambitious goal but well within the grasp of our organization, as it has put in place a clear vision and strategy and the resources to succeed.”

34

place to share the behaviors that

employee network groups that help to

demonstrate a true commitment to

drive its mission, core values, and diver-

diversity and inclusion. Launched in

sity strategy, particularly in the areas of

2004, the Champions of Diversity pro-

recruitment, retention, and develop-

gram is a quarterly recognition program

ment of diverse talent. Network groups

designed to share the grass-roots efforts

accomplish this by providing mentoring

of employees that enable Sodexho to

and professional and personal growth

meet its strategic diversity objectives.

opportunities for all employees through

Annually, our Spirit of Diversity Awards

education

program recognizes individuals or teams

Additionally,

who have gone above and beyond in

Diversity program recognizes and shares

increasing diversity and inclusion.

the grass-roots efforts of our managers

and the

other

initiatives.

Champions

of

in demonstrating behaviors that exem-

How are employees more

plify our company’s commitment to

involved in the company

diversity and inclusion.

than they were two years ago?

Sodexho provides employees with

How are opinions from

numerous opportunities to become

employees solicited? Do you

involved in diversity and inclusion ini-

have an employee “sugges-

tiatives. In the past three years, our com-

tion box” or system that

pany has trained more than 13,000

encourages participation?

managers

How is it monitored and who

in

Equal

Employment

Opportunity and affirmative action, and

responds to comments and

more than 10,000 in the Spirit of

suggestions?

Diversity program. Through employee

Sodexho employees have a variety of

network groups and division diversity

vehicles to voice their valued opinions.

councils, our company ensures that the

Annually, all senior leaders join together

commitment to diversity is embedded

for our company’s management confer-

in the fabric of the organization.

ence that provides dedicated time for

Sodexho currently has five chartered

Q&A with the executive team.

Profiles in Diversity Journal May/June 2006

S p e c i a l Fe a t u r e

So d ex h o N o r t h A m e r i c a

Additionally, our company sponsors

engagement and develops specific action

tremendous role in “on-boarding” new

eight to 10 open forums a year across

plans to address them. Results and actions

employees and raising overall awareness

North America where all employees are

are communicated across our company.

in our company through our informal

invited to participate and engage in dia-

Peer2Peer mentoring program and special

log with the CEO. Questions raised dur-

How do you deal with those

events hosted in recognition of the

ing the open forums are captured,

who perceive inclusion pro-

various

answered, and posted on our company

grams for underrepresented

Additionally, through the BRIDGE

intranet for all employees to view. Prior

groups as being exclusionary

mentoring initiative, our managers

to each of these “town hall” meetings,

for others?

mentor new managers to help them with

there are intimate focus groups that take

Sodexho takes great care to ensure that all

on-boarding.

place with managers by geographic area,

its initiatives are inclusive of all employ-

where these key operational leaders are

ees, not just those historically underrepre-

Can you name specific ways

able to voice their opinions freely on

sented in the mainstream. Through our

Sodexho supports upward

company initiatives. Specific issues raised

Spirit of Diversity training, our company

development toward

are forwarded to the appropriate depart-

emphasizes the various dimensions of

management positions?

ments for action and response.

diversity, focusing on what makes each

Mentoring,

Annually, Sodexho conducts a com-

individual unique. All employees are

Sodexho’s overall employee development

munications survey that gathers feedback

encouraged to participate in network

strategy, supports and prepares staff for

from managers not only on communica-

groups, diversity councils, mentoring

the next level of management. Mentoring

tions, but also on the commitment levels

programs, etc.

strengthens organizational relationships

of employees. Results are shared across

federal

a

heritage

key

months.

component

of

cross-divisionally and cross-functionally,

our company, and specific actions are

Can you describe your

aligns people and processes, enables peo-

taken to address issues.

method for orienting new

ple to achieve their full potential, and

hires into your culture?

enhances diversity in leadership. Sodexho

conducts an Employee Engagement

All newly hired managers at Sodexho par-

currently has three Spirit of Mentoring

Survey in which a census of the manage-

ticipate in a three-day orientation called

programs: Impact, Peer2Peer, and Bridge.

ment population and a random sample

Beginning Your Career. In addition to a

Spirit of Mentoring–Impact, Sodexho’s

of front-line employees participate.

module on diversity, one full day of this

formal mentoring program, is a two-way

Through this survey, our company identi-

training is focused on Equal Employment

learning process. Persons being mentored

fies the most critical issues to employee

Opportunity. Network groups also play a

contribute to mutual learning by sharing

Finally, every three years, our company

Profiles in Diversity Journal

May/June 2006

35

R i ch a r d M a c e d o n i a

Pr e s i d e n t a n d C E O

interview :: their current realities and front-line

How does the company

business perspectives, and mentors

include women and minority

contribute by sharing broader business

employees in the

perspectives

organization? What programs

and

personal

lessons

learned.

are in place or on the drawing

Spirit of Mentoring–Peer2Peer is man-

“Our company sponsors eight to 10 open forums a year across North America where all employees are invited to participate and engage in dialog with the CEO.

aged by Sodexho’s network groups and

and minorities?

serves as one of our company’s informal

In addition to a robust affirmative

mentoring initiatives. It is open to audi-

action program designed to bring

ences defined by each network group.

women and minorities to the table,

Spirit of Mentoring–Bridge is man-

Sodexho’s performance management,

aged by Sodexho’s operational divisions.

succession planning, and mentoring ini-

This informal program is designed to

tiatives are designed to identify high-

provide

development,

potential talent, including women and

increase the depth and diversity of man-

minorities, for further development.

agement bench strength, improve reten-

Employee networks also play an impor-

tion, and provide more effective “on-

tant role in providing a support structure

boarding” of new managers.

for women and minorities and raising

Questions raised during the open forums are captured, answered, and posted on the company intranet for all employees to view.”

board to advance women

professional

For its front-line hourly population, Sodexho offers both ESL and action

overall awareness within the organization of their unique circumstances.

learning programs designed to help employees earn college degrees. In several

SUPPLIER / COMMUNITY /

of its operating divisions, Sodexho has

CUSTOMERS

launched specific hourly-to-manage-

How does Sodexho foster

ment curriculums that prepare front-

diversity and inclusion

line supervisors to step into entry-level

initiatives among its suppliers?

management roles.

What effect have those efforts had on Sodexho?

36

Profiles in Diversity Journal May/June 2006

S p e c i a l Fe a t u r e

Sodexho’s supplier diversity strategy has led to business success for both Sodexho and its diverse suppliers. In fiscal year 2005, Sodexho was No. 10 on Diversity- Inc’s Top

• Awarded the Sodexho Diverse Vendor of the Year Award 2005 to Asbury Towel, a New Jersey-based AfricanAmerican manufacturer of food service disposable wiping cloths.

So d ex h o N o r t h A m e r i c a

Sodexho employees celebrate their success with the English as a Second Language (ESL) program Sed de Saber.

25 Companies for Supplier Diversity. In addition, Sodexho has established an

Have Sodexho’s strategic

assertive supplier diversity program that

partnerships advanced

accomplished the following in 2005:

diversity and inclusion?

• Used more than 2,000 national and

What has this achieved?

regional diverse suppliers in the local communities it serves.

Sodexho partners with select regional and national businesses for mutual business

• Increased our company’s diversity spend by more than 27 percent, with minority spend increasing more than 50 percent.

• Established new contracts with five national and 10 regional diverse vendors.

• Expanded its second-tier program by mentoring manufacturers in the development of their diversity programs.

development

opportunity.

Sodexho

currently has 10 strategic partnerships serving 22 contracts. Through these partnerships Sodexho is able to better serve its clients while opening doors for new business opportunities.

PDJ

Profiles in Diversity Journal May/June 2006

37

Rohini Anand

Se n i o r V i c e Pr e s i d e n t a n d C h i e f D i ve r s i t y O ff i c e r

Always leading, never complacent

An interview with

Where does your personal

many variations in education, in socio-

belief in diversity and inclu-

economic class, and religion. I never per-

Rohini Anand—

sion originate? Who were

ceived myself as a minority as I was sur-

your role models? Was there

rounded by others who looked like me.

a pivotal experience that

Technically, I belonged to the majority

helped shape your view?

religion and had the benefit of all the

I grew up in Bombay, India, a city of

privileges that come from being part of a

more than 18 million people, more than

majority, including not having to think

the combined populations of the four

about one’s identity.

Chief Diversity Officer of Sodexho North America.

38

most densely populated cities in the

I came to North America to go to grad-

United States: New York, Los Angeles,

uate school when I was 19. The transition

Chicago, and Houston. I grew up sur-

and the associated experiences shaped

rounded by others who looked like me;

who I am today in many ways, including

people with the same color skin but with

what I do, not just professionally, but as a

Profiles in Diversity Journal May/June 2006

Dr. Anand is Senior Vice President and Chief Diversity Officer at Sodexho. In her current role she is responsible for implementation and alignment of Sodexho’s integrated diversity strategy. She is a leading expert in the field of diversity and inclusion. In her prior role as Vice President, Diversity with Sodexho, she was responsible for Sodexho’s Affirmative Action and Diversity initiatives. Dr. Anand is a frequent presenter at national and international conferences and has made numerous appearances on national TV as a subject matter expert in organizational change and diversity. Dr. Anand is also a published author and a noted conference presenter.

Profiles in Diversity Journal May/June 2006

39

Rohini Anand

Se n i o r V i c e Pr e s i d e n t a n d C h i e f D i ve r s i t y O ff i c e r

interview :: core part of my life.

work as a

It was the first time

consultant

that I was perceived as a

and then decided

minority and learned to identify myself as such. It was the

minority and as an

had an opportunity to have an impact

Asian and learned to identify myself as

on 324,000 lives. I joined because I

such. Up until that point, I had no sense

sensed a tremendous commitment to

of an “Asian” identity; I saw myself as an

diversity and inclusion among senior lead-

Indian.

ership. And I have not looked back.

My experiences as a minority and as an Asian American shape what I am

Did you seek out Sodexho

doing today to level the playing field

because of its reputation

and allow every individual to reach his

for diversity and inclusion?

or her full potential.

I wanted to have an impact in a large,

Asian American shape what I am doing today to level the playing field and

diverse system. Sodexho afforded me the

How did you get to your

opportunity to work in a very large,

present position? What was

complex, and diverse organization.

your career path?

The clincher was the commitment

I did my Ph.D. in sociology at the

of our CEO.

University of Michigan and focused on

allow every individual

identity formation. While I enjoyed

Who are your mentors?

research, I wanted to do something

How did they help in your

to reach his or her full

more applied and have immediate

professional and personal

impact on the lives of individuals and

life? Are you mentoring

organizations. While diversity and

anyone today?

inclusion were always part of my work

I mentor several individuals both in and

and life, I initially pursued diversity

outside Sodexho who want to build a

potential.”

40

an organization, Sodexho, where I

first time that I was perceived as an

“quote relating to Rohin ?.”

“My experiences as a

four years ago to join

Profiles in Diversity Journal May/June 2006

S p e c i a l Fe a t u r e

So d ex h o N o r t h A m e r i c a

Personal Profile About the CDO—Rohini Anand In current position: Four years Education: Ph.D., University of Michigan First job: Restaurant hostess in Victoria, Canada Philosophy: Dr. Martin Luther King Jr., “Our lives begin to end the day we become silent about things that matter.” Mahatma Gandhi, “We must be the change we want to see in the world,” and “Live life as though there were no tomorrow.”

What I’m reading: Two Lives by Vikram Seth and Snow by Orhan Pamuk.

Family: I am very fortunate to have an incredibly supportive spouse, Sudeep, who has encouraged me to do and be all that I want. I have two lovely daughters: Easha, who is a sophomore at Yale, and Pria, who is a senior at Montgomery Blair High School, and will be going to Yale this fall.

Interests: Traveling with my family, reading, gardening, and collecting pottery from around the world.

Childhood hero: My grandfather, an academic, author and all-around fun person with a love of life.

Best film: Turtles Can Fly My Muzak™: Western and Indian classical music Favorite game: Dumb charades with my family Desk-drawer munchies: Chocolate and more chocolate Favorite charity: National Public Radio Person I’d like to get to know over lunch: Van Gogh

Profiles in Diversity Journal May/June 2006

41

Rohini Anand

Se n i o r V i c e Pr e s i d e n t a n d C h i e f D i ve r s i t y O ff i c e r

interview ::

“Sodexho provides the opportunity for me to be among peers and colleagues who are strong

career in diversity. While I am sure that

same standards of excellence to which I

I give something to the people I mentor,

hold them.

I believe that I also learn from them.

advocates of diversity and proponents of mentoring.

Together, we are committed to

I have been fortunate to have a men-

What business books or

tor from whom I have learned an

Journals do you read

amazing amount, and who is a role

regularly or recommend

model and source of inspiration.

for aspiring leaders?

Harvard Business Review, The Economist,

developing our employees,

If you were in a roomful of helping them to grow in their careers, and paving the way for future leaders.”

James Taylor Vice President Office of the President Sodexho

42

Blue Ocean Strategy.

colleagues, what might they say about you, your style, or

How would you describe

your business sense?

your concept and style of

They would probably tease me about my

leadership? Have you any

drive for results and about constantly rais-

“mottos” to rally your team

ing the bar for my team. However, they

regarding diversity and

would also (hopefully!) acknowledge that

inclusion?

my drive stems from a genuine passion for

“We must be the change we want to see

what I do and that I hold myself to the

in the world,” according to Mahatma

Profiles in Diversity Journal May/June 2006

S p e c i a l Fe a t u r e

So d ex h o N o r t h A m e r i c a

Sodexho’s executive team

“I joined Sodexho Gandhi. Diversity is not just the

What has been your proudest

because I sensed

business of the office of diversity, but the

moment as leader in this

business of every Sodexho employee.

company?

a tremendous

Each one must think, act, and behave

When women and men of color, who

like a chief diversity officer.

once thought of leaving Sodexho, have said to me that they feel so proud about

Were there any experiences

being a person of color in our company

that discouraged you or

today and that the diversity and inclusion

taught you hard lessons

efforts have kept them at our company.

about diversity and inclusion implementation?

commitment to diversity and inclusion among senior leadership.

And I have not looked back.”

No matter how well you think you are doing, it is a long, ongoing journey to ensure that everyone is committed to diversity and inclusion. We cannot get complacent. We have to keep the momentum and stay the course.

PDJ Profiles in Diversity Journal May/June 2006

43

S o d ex h o N o r t h A m e r i c a

S p e c i a l Fe a t u r e

Sodexho’s Champions of Diversity The Champions of Diversity program recognizes the efforts of managers whose behaviors exemplify the company’s commitment to diversity and inclusion. The program’s goal is to create an environment where everyone can succeed.

Champion of Diversity James Winkler (center) receives his award from Mark Price (left), vice president of operations, and Chris Weiser (right), DM, at a Habitat for Humanity site funded by the Sodexho

James Winkler demonstrates his diversity championship through his activities in Sodexho’s diversity initiatives in Atlanta. He heads Sodexho’s STOP Hunger initiative of the Metro Atlanta Business Forum, and is actively involved in many of the African American Leadership Forum’s (AALF) community outreach and fund-raising activities, including building a house in partnership with Habitat for Humanity.

As a member of the Diversity Council, James is active in keeping diversity in the forefront of people’s minds and making it a business imperative. He celebrates all of the federal heritage months with his team and demonstrates the value of doing so to other Sodexho teams in the area.

In his leadership role with AALF, James has reached out to the community by setting up a local partnership with the Atlanta NAACP. Through his actions, James reaches many diverse individuals and creates an environment where everyone can succeed at Sodexho.

44

Profiles in Diversity Journal May/June 2006

S p e c i a l Fe a t u r e

So d ex h o N o r t h A m e r i c a

Brenda Fuller has led the Law Department Diversity and Community Outreach Committee since its formation in 2003 and has embarked upon an active agenda, focused primarily on community outreach initiatives designed to enrich the lives and experiences of individuals, families and schools in the neighboring communities of Sodexho headquarters. In January, Brenda spearheaded the third annual Sodexho Law Department Job Shadowing program for DC-area law schools that partner with Sodexho contractually. This program allows for primarily minority law students to spend a day working with Sodexho in-house attorneys or outside counsel that have agreed to participate in the program and expose students to law firm or corporate life for a day.

For the past several holiday seasons, Brenda coordinated the Law Department Adopt-a-Family program which resulted in a bountiful holiday for a number of local underprivileged minority families that she located through the Legal Aid Society. Each year in the fall, Brenda oversees an employee donation program to collect school supplies for children in need who attend schools near the Sodexho headquarters in Gaithersburg, Maryland.

Under Brenda’s leadership, the Law Department Diversity and Community Outreach Committee was recognized with a bronze medal and a letter signed by President George W. Bush for its contributions to the community.

David Cash, Mike Gillespie, Mark Nakamoto, and Vijay Sharma lead an incredible crossdivisional team of more than 60 employees and managers who worked tirelessly to raise nearly $30,000 in funds for tsunami relief in David Cash Mike Gillespie Mark Nakamoto Vijay Sharma February 2005. One single event pulled this diverse group of individuals together across hierarchical lines, ethnicity, and gender—cutting through all dimensions of diversity.

Through their leadership, David, Mike, Mark, and Vijay inspired individuals to move from a thought process of ‘I wish there was something I could do’ to a mindset of ‘I can personally make a difference.’

This team of Pan Asian Network Group leaders joined the Bay Area’s Asian community to highlight a chef competition between renowned chefs Martin Yan of “Yan Can Cook” and Joey Altman of KRON-TV. This team demonstrates that grassroots efforts can be far more powerful than the “top down” approach, and that every employee can make a contribution. David, Mike, Mark and Vijay have made their mark and continue to do so through their active involvement in Sodexho’s Pan Asian Network Group, as well as through their demonstrated leadership for the organization at large.

Profiles in Diversity Journal May/June 2006

45

S o d ex h o N o r t h A m e r i c a

S p e c i a l Fe a t u r e

John Jordan is the resident district manager at the Marine Corps Recruit Depot in San Diego.

Throughout the past fiscal year, he launched and supported a variety of programs to boost employee morale, enhance the team environJohn Jordan (third from left) celebrating diversity ment, and provide developmental opportunities with his team. for his front-line team members.

John’s district enthusiastically piloted the Sed de Saber (ESL) instruction and had 10 employees successfully complete the program. To help raise awareness of the multitude of cultures represented on the team, John placed a world map in the mess hall where employees place a pin designating their places of origin.

John also publishes a newsletter that includes a profile and photo of each employee. He and his team have implemented the practical advice learned in Sodexho’s Equal Employment Opportunity, affirmative action, and Spirit of Diversity training programs, resulting in improved employee satisfaction, development opportunities, and employee retention.

Cristina Cabanilla, an Ecuadorian native, came to the United States to help her family's business without knowing the English language. Upon her arrival, she had the drive and determination to learn the language on her own. This same level of determination has allowed Cristina to fast track; since joining Sodexho four years ago as an hourly Sous Chef, she has been promoted four times to her current role as General Manager at Belmont Cristina Cabanilla (center) University.

General Manager, Belmont Cristina is a true humanitarian who is at ease in building University, Tennessee. solid relationships with her team, clients and customers and within the community. Cristina serves on the board of Hispanic Achievers which, in partnership with the YMCA, helps under-privileged Hispanic children. In addition, she hosts a luncheon every Saturday for parents who are exploring opportunities to pursue college education and/or who are participating in ESL classes.

Cristina has a passion for languages and helps others acquire these skills as she hones her own; she teaches Spanish to a client’s daughter to help her prepare for a mission trip to Venezuela and she meets with two Chinese students weekly to learn Chinese. Recognizing the importance of creating SSL (Spanish as a Second Language) options for Sodexho managers, Cristina identified Rosetta Stone online learning as a possible solution, and is currently conducting a pilot with 30 Sodexho managers.

Cristina has received testimonials from several involved, expressing how this has made a difference in their work environment. Cristina enjoys working for Sodexho, “a company that believes in and understands the importance of diversity.” We thank Cristina for her initiative and for being a “Champion of Diversity.”

PDJ 46

Profiles in Diversity Journal May/June 2006

Without differences, there are no unique perspectives.

Without unique perspectives, there is no innovation.

The men and women of Lockheed Martin are involved in some of the most important projects in the world. Though naturally diverse, our team shares a common goal: mission success. Our differences make us stronger because we can draw on the widest possible range of unique perspectives. Resulting in innovative solutions to complex challenges. Lockheed Martin. One company. One team.

www.lockheedmartin.com

Southern Company’s “SouthernStyle” values— unquestionable trust, superior performance, and total commitment—put the energy of integrity into this Fortune 500 corporation’s diversity and inclusion initiatives.

Most company leaders say diversity drives business results. What part did diversity and inclusion play in your company’s 2005 growth and earnings?

Our excellent corporate performance is clearly the result of a highly skilled, diverse workforce that is fully engaged in achieving business results. We’re consistently focused on creating a culture of sustainable excellence through inclusion. We believe that, in this type of work environment, business strategies are executed with precision through competent leadership, technically skilled teams, and engaged individuals who feel valued and respected for their ideas, experience, and background. It is an environment where results are driven by the overall culture.

are safety first, teamwork, diversity, and continuous improvement through strong leadership.

• Total commitment: We are committed to the success of our employees, customers, and shareholders, and to citizenship and stewardship in all our actions.

In creating and encouraging ownership of these core values, we have leadership training for our management team on how to encourage employees to embrace the tenets of SouthernStyle. This helps us to further accomplish our goals of a diverse and inclusive work environment.

How does your company create and encourage a diverse and inclusive work atmosphere?

Our company culture is the result of a set of core values called SouthernStyle that consists of unquestionable trust, superior performance, and total commitment, defined as follows: • Unquestionable trust: Honesty, respect, fairness, and integrity drive our behavior. We keep our promises, and ethical behavior is our standard.

• Superior performance: We are dedicated to superior performance throughout our business. Our priorities

Headquarters: Atlanta, Georgia Website: www.southerncompany.com Primary business: Energy Industry ranking: Fortune 500 company

48

Profiles in Diversity Journal May/June 2006

2005 revenues: $13.6 billion

Interview

David M. Ratcliffe Southern Company

LEADERSHIP What are some examples of leadership commitment?

In 2005, Southern Company named a chief diversity officer, Marsha Johnson, to further drive the company’s efforts in the area of diversity. Marsha reports directly to me.

In January 2006, Marsha’s responsibilities were expanded to include leading the company’s talent acquisition, talent management, and workforce planning functions, in addition to diversity. We continuously seek to attract and retain a diverse employee demographic that reflects the demographic of our customer base, with an ongoing focus on current employees.

“We continuously seek to attract and retain a diverse employee demographic that reflects the demographic of our customer base, with an ongoing focus on current employees.”

50

Profiles in Diversity Journal May/June 2006

Across our system, we have diversity coordinators who monitor, track, and provide data about our progress in the area of diversity to our leadership team. Their role is to help assess the culture of our company to determine areas for improvement and create action plans to achieve our inclusion goals.

The approach is simple—a comprehensive effort, led by me, with the senior executives of the company taking ownership and leading the effort in their respective areas. There also are accountabilities around diversity and inclusion for all levels of leadership and for each individual employee.

Our corporate goals have a diversity and inclusion component.

What is expected of all employees in meeting diversity objectives? How are they held accountable?

It is expected that all of our employees take personal responsibility for embracing and understanding the meaning of diversity as part of SouthernStyle. Every employee is

responsible for helping to create an inclusive work place, one where all of us can grow and achieve to our full potential. As part of annual performance reviews, all employees are measured against Southern Style tenets, which include diversity.

Employees also are encouraged to share their feedback on our successes and our gaps through an annual survey that touches on numerous aspects of our work environment.

The survey gives our leadership an opportunity to respond to work environment concerns for which we are all accountable.

Do you create and maintain management continuity rosters for promotable individuals? How do you ensure that diversity candidates are included?

We have a strong succession planning and leadership development process led by our talented management organization and our chief diversity officer. This demonstrates a move from compliance to commitment.

EMPLOYEE INCLUSIVENESS Sometimes diversity is referred to as a “numbers game.” How does your company know its culture is not just tied up in numbers? How do the human stories circulate in-house and celebrate success?

Metrics play a critical role in evaluating our progress toward creating a more inclusive culture. We celebrate the success of all employee stories and company-related goals via employee newsletters, Webcasts, and our

Interview

intranet sites. Leadership at every level also is encouraged to share best practices and success stories during employee meetings.

Employee resource groups also help us tell employee stories and play a part in critical business initiatives, such as attracting and retaining talent and facilitating communication between employees and leadership.

How are opinions from employees solicited?

Do you have an employee “suggestion box” or system that encourages participation?

How is it monitored and who responds to comments and suggestions?

The primary vehicles in our culture of inclusion are the daily engagement, communication, and feedback that occur between employees. Employee feedback, encouraged via various internal surveys and the annual work environment survey, is shared with each operating company’s leadership council. In response to feedback, action plans are developed to address issues and concerns. These surveys are a part of the diversity and inclusion goals that are linked to pay for all employees.

How do you deal with those who perceive inclusion programs for underrepresented groups as being exclusionary for others?

Culture change is a slow and sometimes painful process. As we progress through this process, we have learned it is essential to have everyone feel they have a stake in our success. We are making progress, but there still is work to be done.

What is your method for orienting new hires into your culture? How do you enrich employees’ awareness or introduce new issues? How does your company support upward development toward management positions?

We have an “on-boarding” process that includes diversity orientation and an overview of SouthernStyle core values for all new hires. This is just as important as understanding the technical side of the business through Southern Company’s online Student of the Business class.

We have a vibrant leadership development program that we continue to refine.

The company also offers both formal and informal mentoring opportunities for employees that pair them with more tenured employees to help them develop professionally. We have senior officers who function as leadership development counsels, focusing on high-potential employees within the organization, which certainly includes minorities and women.

Additional diversity initiatives: • Southern Company strengthened its Workplace Ethics Program, which ensures company policies, requirements, and guidelines are applied to all employees in a fair, impartial, reasonable, and nondiscriminatory manner.

• We initiated a two-day, mandatory Valuing Differences training for all new and current employees.

• We initiated Managing Differently and Leading Diverse Workteams, mandatory training programs for managers that focus on managing the individual, the situation, and the subculture of the work group.

• We created Employee Resource Groups within the Southern Company system to help employees voice issues, present solutions, and participate in activities that help the company better serve our diverse customer base.

David M. Ratcliffe Southern Company

SUPPLIER / COMMUNITY / CUSTOMERS What is the company’s commitment to minority suppliers?

Supplier diversity goals are measured quarterly for all of our operating companies, and performance is tied to compensation. Our goal is to nurture relationships with diverse suppliers, including women- and minority-owned businesses, to broaden access to products and services while demonstrating commitment to economic inclusion. Our suppliers represent the same demographics as our customers. Each operating company has supplier diversity goals that are based on percentage of spend.

Supplier diversity facts: • We continue to increase our procurement spend with minority and women suppliers. For instance, in 2005, we spent $385 million, compared to $217 million in 2004.

• We put in place a supply chain executive steering committee that oversees how we do business with suppliers.

• We formed a Southern Company supplier diversity team with representation from each operating company.

Our supplier diversity team works to ensure that we’re legally compliant with federal and state requirements and have a common approach to sharing and growing suppliers between operating companies.

• We currently do business with approximately 1,500 minority suppliers.

• We established a mentoring program to help new and existing suppliers operate within the Southern Company family.

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Personal Profile

David M. Ratcliffe Southern Company

Company: Southern Company Title: Chairman, president, and CEO Years in current position: 2 Age: 57 Where does your personal belief in diversity and inclusion originate?

From my faith as a Christian

Who is your role model? Jesus Christ Was there a pivotal experience that helped shape your view? Many training and personal experiences

Who has shaped your thinking as a business leader?

Jack Welch of General Electric

What business skill or style of that leader influenced you?

Results, high expectations, accountability

How did you get to your present position? What was your career path? Luck, work, and continuous learning

What might your colleagues say about you, your style, or your business sense? That I have high expectations; I’m a good listener; and I push for results. That I’m still learning the business.

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Profiles in Diversity Journal May/June 2006

Personal Profile

David M. Ratcliffe Southern Company

What business books or journals do you read regularly or recommend for aspiring leaders?

Wall Street Journal, Fortune, Forbes, The Servant by James C. Hunter

How would you describe your concept and style of leadership? Open, accessible, and accountable Were there any experiences that taught you hard lessons about diversity and inclusion implementation? Real training and deep discussions are tough.

What has been your proudest moment as the leader of this company? Being chairman and CEO of Southern Company and representing our employees.

Education: Bachelor of science in biology, Valdosta State University in Georgia; law degree, Woodrow Wilson College of Law in Georgia

First job: Biologist, Georgia Power, an operating subsidiary of Southern Company Philosophy: Love God first; love your fellow man; the glass is half full!

What I’m reading: Bible, Old Man and Boy by Robert Ruark, and The Secret by Ken Blanchard Family: Married 36 years Interests: Golf, hunting, and fishing Childhood hero: The Lone Ranger “Best” film: Star Wars My Muzak™: Jazz Favorite game: Golf Desk-drawer munchies: Cheese crackers with peanut butter

Favorite charity: Too many!

Person I’d like to get to know over lunch: Jesus Christ

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Gerald A. “Gerry� Fernandez, president and founder, Multicultural Foodservice & Hospitality Alliance (MFHA), shares his wisdom and insight on diversity and leadership.

Where does your personal belief in diversity and inclusion originate? Who were your role models? Was there a pivotal experience that helped shape your view?

I have a personal belief in diversity and inclusion initiatives partly because of my life experiences as a man of color and, from these experiences, the understanding of how diversity adds value to our lives. I have encountered many people who do not look like me, yet these encounters have added value to my life journey in extraordinary ways.

How did you get to your present position? What was your career path? How did you come to found MFHA? My career path has been linear in that my entire career has been in hospitality.

From my hobbies as a youth to my first job, I have always been around food, lodging, and entertainment.

A defining moment occurred when a high school teacher recommended that I pursue a career in culinary arts. This led me to Johnson & Wales University (Providence, R.I.) and started me down a path toward hospitality excellence and cultural exploration.

My real introduction to diversity and inclusion came from my early years with General Mills in Minneapolis. It was there that I met Leslie Mays and Dr. Ron Brown, both diversity pioneers and great teachers. They taught me everything they knew, and I tried to absorb all their wisdom so that I could apply it to the foodservice and hospitality industry. That is how I came up with the idea to create the Multicultural Foodservice & Hospitality Alliance (MFHA). The rest, as they say, is history.

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Interview

Gerald A. Fernandez MFHA

Who are your mentors?

How did their business skill or style influence you?

How did they help you in your professional and personal life? Are you mentoring anyone today?

My early influences came from family, teachers, and employers. My mother taught me about the satisfaction of hard work and how to get a job done right.

She taught me that shortcuts have consequences that are often detrimental to future opportunities.

A college teacher taught me the concept of POA: Plan. Organize. Act. I have never been able to master POA to the degree that he did, but it did teach me the concept of strategy. I use that concept daily as we help companies and think

through their diversity objectives.

Ernie Royal, famed restaurateur, taught me the importance of keeping things simple. He also demonstrated how to run a business from an entrepreneur’s point of view. That entrepreneurial spirit is still with me today and has served me well.

“A college teacher taught me the concept of POA: Plan. Organize. Act.”

What business books or journals do you read regularly or recommend for aspiring leaders?

Black Enterprise, Nation’s Restaurant News, Profiles in Diversity Journal, Hispanic Business, IndUS Business Journal, Blink by Malcolm Gladwell, Good to

Great by Jim Collins, The World is Flat by Tom Freidman, Fierce Conversation by Susan Scott.

How would you describe your concept and style of leadership?

My approach to leadership is straightforward, wide open, and inclusive. I try to lead by example and to not be afraid to make mistakes. No risk means no reward.

Taking action is better than not taking action.

What are your specific responsibilities for advancing diversity and inclusion in your organization? What are the strategies you employ to move inclusion forward?

I set the strategy for the organization. It is our responsibility to help the industry shape the discussion and guide the agenda for the industry. I speak on behalf of MFHA and often on behalf of other companies about the value and importance of diversity and inclusion for our future growth.

Gerry Fernandez speaking at MFHA’s 2004 Annual Conference.

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Interview

Gerald A. Fernandez MFHA

Gerry Fernandez, MFHA; Willy Woods, ICV Capital; Congressman Harold Ford, Jr.; Pat Harris, McDonald’s; Kevin Bradley, McDonald’s; and Comedian Henry Cho at MFHA’s 2004 Annual Conference in Washington, D.C.

Have you any “mottos” to rally your team regarding diversity and inclusion?

Every person, perspective, and experience can add value. Our challenge is to learn how to leverage them to the benefit of the enterprise.

Were there any experiences that discouraged you or taught you hard lessons about diversity and inclusion implementation?

A difficult lesson for me to learn was that not everyone who works in diversity and inclusion is fully committed to the cause.

Some people are only in it for the money or because they have the opportunity to gain visibility for their company or themselves.

Another important lesson I learned is that competition around diversity knowledge is real and growing. This is unfortunate because it impedes the growth of diversity and inclusion initiatives and, in some cases, it limits the growth of MBEs.

How have you modeled your company’s diversity and inclusion initiatives in your own team selection, management, or development?

We have continually tried to practice what we preach by hiring diverse employees and consultants. We practice proactive inclusion whenever we look for service providers or contractors. We have regular exploratory lunches and meetings in diverse parts of the city. We attend diversity events regularly as part of individual development plans.

How are you measured in terms of performance? Is your compensation related to diversity performance?

I am evaluated on performance against the business plan. The business plan has diversity components, and my incentives are based upon our organizational outcomes.

What has been your proudest moment as the leader of this company?

My proudest moment was when we brought minority leaders together from across all segments of the hospitality industry to attend the first-ever diverse leadership reception in May 1997. That was a very rewarding experience. The energy and excitement in the room was

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Interview

Gerald A. Fernandez MFHA

“My proudest moment was when we brought minority leaders together from across all segments of the hospitality industry to attend the first-ever diverse leadership reception in May 1997.” electrifying. People knew that something very special was taking place and that we were all part of making history. Seeing the smiles and the pride exhibited on the faces of those who attended this historic event is something that will stay with me forever.

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groups understand that an effort to move toward supplier diversity will translate into growth for minority-owned businesses.

Are there particular areas or employee sectors you feel still need improvement?

Do you have any words of advice for diversity practitioners who want to rise in their organizations? What do you say to people you mentor?

Yes. In the food and hospitality industry, supplier diversity is the area in which we need the most improvement. Many companies in our industry have not even defined why supplier diversity is important. This attitude about supplier diversity has to change if we want communities of color to take our industry seriously.

For an increasing number of community and civil rights organizations, the existence of a quality supplier diversity program is viewed as a litmus test for a company’s commitment to diversity. Minority

Learn as much as you can about diversity from all perspectives. Know your own blind spots, biases, prejudices, and weaknesses when it comes to culture and difference. Be honest with yourself and others about what you know and don’t know. Read everything you can put your hands on about diversity, inclusion, and cultural differences. The learning never stops, and the changes keep coming.

Embrace change, but don’t be afraid to challenge new concepts.

Know the business of the company that

Profiles in Diversity Journal May/June 2006

employs you. Whether you are an employee working in the diversity department or a consultant who has been hired to help with a diversity initiative, you have to know the business. Know its values, know how the company makes money, know its core competencies and business model. Then, and only then, can you effectively apply diversity and inclusion concepts to the enterprise.

Above, left: Gerry Fernandez, MFHA, and Catalina Ganis, The Elliot Group (right), congratulate Rohini Anand, Sodexho, on winning the Strategic Examples of Excellence in Diversity Award.

Interview

Gerald A. Fernandez MFHA

Networking events at MFHA’s 2004 Annual Conference in Washington, D.C.

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Personal Profile

Gerald A. Fernandez MFHA

Company:

Multicultural Foodservice & Hospitality Alliance (MFHA)

Headquarters: Website: Title:

Providence, Rhode Island

www.mfha.net

President and founder

Years in current position:

10

Education:

Bachelor of science, foodservice management, Johnson & Wales University, Providence, R.I.

First job:

Picking blueberries on a farm

Philosophy:

Don’t talk about it; do it!

What I’m reading:

Getting Things Done: The Art of Stress-Free Productivity by David Allen

Family: Debra Jackson Fernandez, wife of 25 years; three sons; three grandchildren Interests:

Reading, stimulating conversations, country and jazz music, NFL football, collecting black memorabilia, antiques, golf, fishing, and roses.

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At WellPoint, we celebrate the diversity of our workforce. We are the leading health benefits company in the nation serving the needs of 34 million members.

A FORTUNE 50® company, we are strengthened by the commitment and dedication of our associates. If you’re looking to join a company where you will see your ideas in action - where what you do helps others live better, consider a career with us.

Visit our Web site to search opportunities throughout the United States at: www.wellpoint.com/careers

What does it take to be named FORTUNE magazine’s Most Admired Health Care Company six years running? ®

People like you.

Opportunities may be available in the following areas: • Actuarial • Administrative/Clerical • Advertising/Marketing • Claims/Membership/Customer Service • Compliance • Corporate Communications • Finance & Accounting • Human Resources • Information Technology • Legal • Management • Nursing/Case Management • Pharmacy • Provider Network Development • Sales • Training • Underwriting

SM

EOE. SM Service Mark of WellPoint Inc. FORTUNE and FORTUNE 50 are registered trademarks of FORTUNE magazine, a division of Time Inc. ©2004 WellPoint Inc. All rights reserved.

The Evolution of Network Initiatives Employee networks are an increasingly popular—and effective—vehicle for supporting greater diversity efforts in organizations and for developing a broader talent pool. By Catalyst What is a network?

A network is a group of people from a particular constituency (e.g., women, African American, gay/lesbian, Gen X, etc.) within a company or firm, formed to act as a resource for both members and the organization. Networks often begin as informal gatherings of like people and develop into formalized networking groups.

Organizations may support networks in many ways—through administrative and budgetary support, permission to meet on organization time and premises, technological services (establishing an intranet or list serve), and, perhaps most importantly, leadership commitment. Within an organization, a network can play various roles: • Forum for building key relationships and sharing career development information • Advising body to management on issues relating to the constituent group • Platform for leadership and visibility opportunities for members • Resource for business development • Partner in recruiting and retaining valuable employees.

Who benefits from networks?

Of course, by definition, employee networks provide the opportunity to build relationships and to network. Networks often provide a way to connect employees who may be in small numbers in different parts of the company. Other benefits for network members include: • Finding/becoming mentors—making informal connections and building relationships • Identifying leaders and role models for more junior group members in the organization 62

• A reduced sense of isolation—often a strong benefit for people of color in organizations

are some success factors to keep in mind as you begin, maintain, or rejuvenate an employee network.

• Learning about opportunities and strategies for advancement

Clearly Articulated Business Case

• Attendance at events or other programs designed to expand knowledge and skills • Increasing the number of contacts in personal networks through meeting and sharing information.

Network leaders get opportunities to develop their leadership skills and gain visibility with senior leaders by working with executive sponsors and diversity councils.

They are also able to make connections that would be out of the context of their regular work.

Networks also benefit organizations in many ways. They can be critical to changing the culture for the better and creating an environment that supports diversity of background, thought, and perspective.

They provide a forum for constructive feedback and help to improve the lines of communication. Networks often help employees build skills that help them better deliver in their jobs and more effectively manage their careers. Networks also help organizations to develop and keep clients. They provide a means for employees to forge relationships with community organizations and to favorably impact the perception of the employer. Finally, perhaps the greatest impact of employee networks is helping to identify and to retain talent. Networks help employees succeed and feel like they belong, thus convincing them to stay with an organization.

What makes networks successful?

Through our work with networks, Catalyst knows what works and why. Here

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The business case answers the question: Why have a network? A business case is formed by distilling the following types of information: • the demographics of the employee group at key levels within the organization • the demographics of the client base including market trends and purchasing power • feedback on the internal environment through avenues such as focus group data or survey data • benchmarking information against competing and/or best-in-class organizations.

It is important for the network to articulate how both members and the organization will benefit. Often the business case is developed in collaboration with HR and line leaders so that the network is aligned with business needs and its value is clearly communicated and understood.

A Well-Defined Mission that Meets Member Needs The most important success factors for networks are understanding and meeting member needs. In collecting information about potential member issues and interests, the goal is to narrow the broad array of possibilities and hone in on where your network group wants to focus and have impact. Network leaders must understand the scope and be very clear about what the network is and is not.

Diversity in Leadership It is important that the network leadership team is reflective of—or maps to—the targeted membership. For example, if the network is targeting women at multiple levels, the network leader team should have women at several key levels represented.

Sometimes employee networks struggle to obtain the participation of particular employee groups. Ensuring that the key targeted groups have representation on the network leadership team can help to mitigate this challenge.

Well-Managed Communications Communication is critical to a network’s success as well as its survival. Network leaders must share their vision and help active members and the organization at large understand why their work is important.

They must celebrate the hard work of network leaders, champions, and members, as well as the accomplishments of the network. Communications about events should clearly state the event’s purpose, the target audience, and the intended benefits.

How can I launch a network at my company?

Developing a new network at your company may seem like a daunting task. But if you create a plan of action, with specific tasks, expectations, and timelines, the process will be more manageable. The following outline provides a helpful overview of the planning and implementation processes.

Month One

•

Institute activities to acknowledge members and celebrate network successes.

•

Design orientation approach for new members.

•

Create approach to evaluate overall network impact and member satisfaction.

Address ongoing challenges.

•

Identify the core group of network leaders.

•

•

Explore interest among potential network members in the company.

Identify major challenges/shifts, internal or external, facing the network.

•

•

Finalize the draft of your mission statement.

Conduct an analysis of the situation to determine the primary causes.

•

Approach senior management and involve them as appropriate at this point or in the next month or two.

•

Involve the membership in evaluating and responding to the situation.

•

•

Align with other diversity, career development, and other relevant initiatives.

Design and implement an appropriate response that integrates the network’s ability to change based on members’ goals and interest.

•

Keep a clear and readily accessible record of network activities.

•

Stay connected with partners within the company.

Month Two

Identify goals for the network; develop leadership structure and support.

•

Survey potential members.

•

Create a list of activities and their purposes.

•

Select a set of first-year goals, with timeframes.

•

Create an organizational structure that efficiently uses the time and resources of the membership.

•

Design internal communication systems to gain input from membership on group goals and activities.

•

Design strategies to develop support. Talk to key individuals to develop support.

Month Three

Kick off your network.

•

Publicize the event and its purpose.

•

Hold a kick-off event that is linked to the network’s mission and goals, and that responds to members’ interests and needs.

•

Evaluate the impact.

•

Begin to set priorities and develop a two- to three-year timeframe of activities.

Periodic Evaluation It is important to periodically revisit what is or is not working. It is also important to follow up with network members to make sure you understand their changing needs and concerns, as well as to learn from their ideas and suggestions. Catalyst advises conducting an annual or bi-annual survey to keep network leaders in touch with member priorities and needs.

Incorporate needs of members into network goals and activities.

Ongoing (long-term)

Gauge interest and set direction.

Senior Executive Support Like most organizational initiatives, networks are most successful when they have support from the top. Executive sponsors can support networks by sending out network event invitations through their email, participating in events including speaking on panels, giving guidance on the network’s plans and goals, providing funding for network activities, and giving updates about the network’s activities at leadership meetings.

encourage members to take on leadership roles.

•

Ongoing (short-term)

Manage the network for maximum benefit to company and members.

•

Create network processes that run smoothly (such as membership meetings and leadership succession).

•

Continue to align activities with other initiatives.

•

Share lessons learned and best practices with other offices/regions.

•

Develop strategies to build membership and

Networks are another tool—a highly effective, fresh, and innovative tool—for improving the bottom line while bringing employees together to help each other and the organization get ahead. Keep in mind how significant success will be for you, your colleagues, and your company, and that each step is relatively simple.

Regardless of how much time you have available, you can be successful if you choose goals and activities tailored to your needs and environment—and find enough like-minded people to help.

Catalyst is the leading research and advisory organization working with businesses and the professions to build inclusive environments and expand opportunities for women at work. For more information or to purchase Catalyst materials focused on employee networks, visit our www.catalyst.org. You may also sign up to receive our issue-specific newsletter, Perspective, and our monthly email updates at news@catalyst.org.

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Here are several innovative programs designed to advance diversity and inclusion from our top award-winning companies.

Is there an idea here for your company? by Damian Johnson

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Best Buy’s Women’s Leadership Forum (woLf )

Sodexho’s Annual Diversity & Inclusion Report

The Women’s Leadership Forum (woLf ) is about Best Buy being able to better appeal to female shoppers through the products they carry, services they offer, talent they recruit ... and leaders they develop.

The program is designed to aid recruitment and retention efforts and to solve business challenges by having teams of women and men at all levels of the organization work together. In October 2005, 1,200 individuals from Best Buys across the nation filled the State Theater in Minneapolis to learn how they could become part of woLf. Only one year into the program, more than 700 individuals have asked to participate in the woLf program, and more than 200 are members of woLf packs. In addition, hundreds of other employees plan to participate in community give backs, participate as Network woLves, or participate in annual woLf events.

“What it’s about is paying it forward,” says Brian Dunn, chief operating officer. “Paying it to those around you and, together, making a huge difference.”

This year Best Buy plans to launch 21 new woLf packs.

In November 2004, Sodexho introduced its Annual Diversity & Inclusion Report to raise awareness, expand grassroots efforts, and encourage dialogue about diversity.

Sodexho’s diversity office recognizes the importance of building diversity awareness throughout the company, and the report carries out that strategy.

By telling employees about the progress and impact each group is making within the organization, the report serves a dual purpose: It helps make the business case for diversity, and it celebrates employee accomplishments.

Since its inception, the annual report has fostered support throughout the organization and expansion of grassroots efforts of thousands of employees who are committed to creating an inclusive workplace. The report has helped Sodexho expand new business opportunities, retain its existing clients, and open the door to new product offerings that add value for its clients.

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Ford Motor Company’s Principal for a Day Program The goal of Ford’s Principal for a Day program is to establish a relationship between the Detroit Public Schools and corporate and community leaders. For its pilot program, Ford chose five area schools for what it hopes will be a long and rewarding relationship.

Marcos De Olivera, executive director of medium and large front wheel drive vehicles, described to elementary school children how the company designs and builds its products. Ann O’Neill, executive director of the customer service division, told children at another school how Ford develops vehicles for the physically challenged. At a third school, Jim Bright, executive director in the chief of staff ’s office and Ford volunteer corps, presented a journalism program to a group of middle school students. Rosalind Cox, director of diversity and worklife at Ford Motor, said, “The program was designed to broaden the executives’ understanding of the accomplishments of and challenges faced by the students, teachers, and principals in Detroit. It also reinforces the concept that the entire community has a stake in the current and future success of Detroit’s schools.”

The Home Depot’s Relationship with the Hispanic Association on Corporate Responsibility In 2004, The Home Depot joined the Hispanic Association on Corporate Responsibility (HACR). The company hosted the Hispanic Summit and joined HACR’s coalition members to brainstorm ideas in community affairs, hiring, merchandising, and marketing. The first major initiative began in 2005 with the announcement of unprecedented hiring partnerships between The Home Depot and four stakeholder groups within the Hispanic community: the Hispanic Association of Colleges and Universities (HACU); The ASPIRA Association; the National Council of La Raza; and SER—Jobs for Progress National, Inc. These hiring partnerships have created a pipeline of eager talent for the company and career opportunities for individuals from the Hispanic community. Says Gloria Johnson Goins, vice president of diversity and inclusion at The Home Depot, “These partnerships helped further The Home Depot’s commitment to create a high-performing, diverse workforce that meets the growing needs of its customers and the communities it serves.” In addition, the Hispanic Summit resulted in a new line of products, do-it-yourself workshops in Spanish, and bilingual in-store signage—important steps to make The Home Depot the Hispanic Community’s retailer of choice.

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American Airlines Finds Success HCA’s Multicultural Symposium Using ERGs to Reach Business When HCA felt the need to Objectives educate its leaders about About 2,100 employees are involved in American Airline’s 14 Employee Resource Groups (ERGs) which were formed in 1993. Until a few years ago, the primary focus had been on social and community service activities. In 2003 the company invited the ERGs to participate in business planning, believing that their backgrounds and experiences could help solidify existing business and reach untapped potential. By involving the ERGs in business planning, American Airlines has captured new customers, gained new flight routes, and saved millions of dollars. In addition, many ERG members gained the opportunity to work in areas of the business outside their normal scope. Others have been tapped for board positions in the community; all have developed leadership and analytical experience. ERG members participated in letter writing campaigns to support the airline’s petition for a route to China, which was awarded in 2005. The group also provided guidance in food and cultural issues within Chinese business communities, saving American Airlines thousands of dollars in consulting fees.

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communities near its facilities, the company brought together external expertise and internal resources. In April 2004, HCA kicked off its Multicultural Symposium, a one-and-a-half day program designed to educate as many facility leaders as possible about the many cultures in East Florida. The company also wanted to integrate its strategic business goals with the needs of nearby multicultural communities and patients.

The company used local speakers to present specific market data on the multicultural communities it serves. Each facility was analyzed by identifying the predominant ethnic groups, and examining the data by ethnicity, gender, and other patient-physician information.

The program helped HCA employees to become more educated about the multicultural patient, to hear and understand the vision and plan of the diversity message, and to identify activities that would best serve various communities.

The Multicultural Symposium helped HCA develop diversity strategies, share best practices systemwide, and better address the needs of the multicultural patient.

Lehman Brothers’ Partnership Solutions Group: Institutional Client Relationship Management for Women- and Minority-owned Firms Established in May 2004, Lehman Brothers’ Partnership Solutions Group (PSG) focuses on developing business opportunities with minority- and women-owned financial services firms while creating and increasing wealth in diverse communities. The PSG creates longlasting relationships within this potentially lucrative and growing market. The PSG serves as facilitator, business partner, distribution channel, and a source of referrals, ultimately helping the company broaden its client base and increase revenue. As a result, new relationships have been developed with 15 broker dealers, three commercial banks, and 15 private equity firms. In November 2004, Lehman Brothers acted as co-manager on the issuance of $750 million worth of seven-year, fixed-rate notes for a large, diversified conglomerate. The transaction was the largest minority-led taxable deal in history. Lehman Brothers was the only non-minority-led firm on the deal, with two minorityowned securities firms acting as lead managers and bookrunners.

Entergy’s Fossil Diversity Council Entergy’s Fossil Diversity Council coordinates diversity and inclusion programs via an inter-company Web page. The Web page supports the activities contained in Entergy’s Diversity and Inclusion Scorecard. The Fossil Diversity Council utilizes the Web page to support management and union personnel at 29 power generation facilities, giving access to the site to over 14,000 employees. The page allows the council chair to share diversity events, post performance metrics, store meeting minutes and newsletters, and support the diversity video/DVD electronic checkout program from one location.

Since its conception, Entergy’s Fossil Diversity Council has placed counters on various pages of the Web site to track how often the site is utilized. The company can also see which of its recently published newsletters have been viewed or downloaded, and track requests for DVDs from members in other subsidiaries.

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Ottawa Police Service’s Community Outreach Recruitment Champion Program The Community Outreach Recruitment Champion Program began in 2003 after the Ottawa Police Service recognized the need to step up its recruitment efforts due to an increasingly competitive labor market. The Police Service knew that a diverse organization would enable it to better serve its diverse community.

During the program’s initial phase, police got community members involved by having them provide input during consultation, participate in decisionmaking, and directly aid in the recruitment process.

Administered by a steering committee, this program brought people together from across the community.

Through a rigorous application and screening process, 22 Community Recruitment Champions were qualified in November 2004.

Since the inception of the program, recruitment classes have gone from being 85 percent white male to having a significant representation of all groups, ages, socio-economic backgrounds, education, religions, and cultures.

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Blue Cross of California’s Agent Incubator Program Established in May 2004, the Agent Incubator Program’s commitment was to address California’s problem of having 6.4 million uninsured residents. The program developed an agent force of 10 field agents recruited from historically uninsured and underserved geographies throughout California.

These agents were trained to educate the uninsured and convert them into insured clients.

The Agent Incubator Program reports that more than 75 percent of their agents’ sales are to members who were previously uninsured. What’s more, Blue Cross agents are cultivating an understanding of diversity among their fellow insurance agents and with previously underserved communities.

Credit Suisse’s Elder Care Initiative (ECI) The ECI is an expansion of the Credit Suisse’s Parents’ Network. It provides members with access to information on issues related to eldercare through regularly scheduled discussion groups, a speaker series, and an internal information center. The discussion groups allow employees to develop relationships with colleagues that contribute to a spirit of community, feelings of goodwill, and loyalty to Credit Suisse. The ECI speaker series features a variety of guest speakers from local organizations specializing in eldercare, and the information center offers a wide range of resources including a lending library, links to external Web sites relating to eldercare, and information on the Bank’s Employee Assistance Program.

New York Life Insurance Company’s Advancing Diversity To foster a “level playing field” based on merit regardless of race, gender, age, sexual orientation, or any other protected status, New York Life created a diversity office and appointed a chief diversity officer. The goal of the diversity office is to ensure the representation of all qualified employees at the senior level through the implementation of diversity initiatives. New York Life expects to achieve positive results both within and beyond the confines of diversity. The new office and its goals are strongly supported by the company’s board of directors, its chairman and CEO, and the executive management committee.

“New York Life is a great company because it doesn’t rest on its laurels,” states Sy Sternberg, chairman and CEO. “Management continually works to improve all facets of our business, and diversity is yet another area where we cannot be complacent.”

BNSF Railway’s BOLD Initiative (Business Opportunities for Leadership Diversity) In August 1999, Rob Krebs, former CEO of BNSF, met with nine other CEOs in the Dallas/Fort Worth area and launched the BOLD Initiative, a program designed to promote inclusive leadership by identifying and staffing diverse talent at senior levels. Today, the BOLD Initiative is a unique consortium of 20 partner companies and the city of Forth Worth devoted to advancing diversity leadership at each of its members by locating, screening and qualifying diverse talent. Since its inception, 50 BOLD applicants have been placed with the partner companies. BNSF has placed 14 of them in mid- and seniorlevel positions throughout several different business units. “BOLD’s purpose is to attract diverse professionals with leadership potential to North Texas and to find opportunities for them with local corporations,” said Matt Rose, chairman, president and CEO of BNSF Railway.

“It has turned out to be an excellent two-way investment.”

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Dr. Ambrose Tat-Ming Ng CEO CENTRAL OHIO BLOOD SERVICES REGION OF THE AMERICAN RED CROSS

Our family participates in the celebration of the Asian Pacific American Heritage Month by joining the colorful festivities of the Asian Festival in Columbus.

Both of my daughters will be volunteering for this yearly festival with their Asian friends. We also will participate in the gala event of the Organization of Chinese Americans.

Among the many Asian Americans who most inspired me are Maya Lin, Ang Lee, and Amy Tan. I was struck by their ability to use their Asian sensibilities and cultural background to develop artistic expressions that are understood universally and moving for their unique authenticity. Furthermore, the courage shown by a 21-year-old student in defending her vision in front of a bigoted, unenlightened mob left me awestruck.

My families have friends from many cultures and ethnic backgrounds. We live our heritage year-round with frequent sojourns into Asian history, culture, and cuisines. I believe this will help our future generations remain excited about our heritage and diffuse the knowledge and wonders of our heritage to our non-Asian friends.

Gerald Pang EXECUTIVE VICE PRESIDENT DEPUTY CHIEF CREDIT OFFICER BANK OF THE WEST

I grew up in Hawaii, where there is a melting pot of cultures and ethnicities. Amid the diversity, I never thought twice about being Asian American. My father was a self-made man who worked from the time he was in the eighth grade. He helped to send his younger brothers to medical school to become doctors.

His lack of a formal education did not prevent my father from becoming a successful businessman.

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He was an insurance salesman who later owned an investment company. My father spoke five different dialects of Chinese, which allowed him to develop customer relationships with virtually all of the businessmen and merchants in Honolulu’s Chinatown.

It was my father’s belief that each of his six children could grow up to be whatever we wanted to be and not what he wanted us to be. His belief in my potential made an indelible mark on my life. My father was successful because he worked hard, and by working hard he did well.

I think that Asian Americans, by and large, subscribe to these same beliefs. And I believe that the keys to success include getting a good education, having a strong work ethic, and working hard to do your best. The success will come by your doing well.

Lawrence P. Tu SENIOR VICE PRESIDENT AND GENERAL COUNSEL DELL COMPUTERS

We live in an increasingly diverse America, where it’s becoming more important than ever to embrace and celebrate our remarkable multiplicity of cultures and backgrounds. Asians and Asian Americans in particular have much to contribute to the social, political, and economic fabric of this country.

In the context of a rapidly globalizing economy, Asians are a great talent source for employers. Their diverse backgrounds

“My father’s belief in my potential made an indelible mark on my life.

My father was successful because he worked hard, and by working hard he did well.” Gerald Pang

H20189

Lawrence P. Tu, continued reflect Asia’s dramatic growth as a marketplace for and supplier of goods and services. AsianAmericans also represent a highly educated work force, as they are almost twice as likely to hold academic degrees as other workers. Dell appreciates difference and diversity, incorporating diversity goals into its corporate objectives.

In anticipation of Asian Pacific American Heritage Month, we at Dell celebrate these differences and recognize the value that Asians and Asian Americans bring to our business. As an Asian American, I am proud to be associated with a company that is committed to diversity and that recognizes that the ultimate goal of diversity is to focus on the unique strengths and talents of each individual.

Anna W.M. Mok PARTNER, STRATEGIC CLIENTS DELOITTE & TOUCHE LLP

Deloitte believes that celebrating diversity is an integral part of our diversity and inclusion initiative and our corporate culture. We have a variety of activities during Asian Pacific American Heritage Month, including cultural festivities and the profiling of success stories of Asian American personnel and alumni.

I have been fortunate to play an active role in the Asian American community internally and externally. As a board member of the Hong Kong Association of Northern California and the Asia America MultiTechnology

Diversity Strategists • Celebrating 22 years in business Our Clients include: Constellation Energy Blue Cross/Blue Shield of Florida

Inspiring Ingenuity from the Workplace to the Marketplace

Eastman Kodak Company Ernst & Young Exelon Corporation Exxon Mobil Corporation Harrah's Entertainment Inc. HCA Inc. Hewitt Associates LLC National GeoSpatial Intelligence College Nationwide Mutual Insurance Company Sodexho, USA Starbucks Corporation The Annie E. Casey Foundation University of Michigan Institute for Social Research YWCA of Greater Pittsburgh

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The Winters Group, Inc. Mary-Frances Winters • Founder, Chief Executive Officer 877-546-8944 • www.wintersgroup.com

Thanks to you, Corey’s got more than just a healthy appetite.

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“The first AsianAssociation, my goal has been American chancellor to promote the importance of a major U.S. research of Asian Americans in the corporate and social arenas in the United States. In taking university, Dr. Lin Tien strides to promote Asiancontinues to be a role American awareness in the community, I also am the model who reflects the founding president of the National Asian American beliefs and standards Society of Accountants (NAASA), San Francisco Bay Area. NAASA is focused on many of us hold for our the development and community.” Ana W.M. Mok advancement of Asian Ana W.M. Mok, continued

Americans in the accounting and finance fields. Our organization’s launch was planned to coincide with the 2006 Asian Pacific American Heritage Month to celebrate the contributions of Asian Americans in business. Our offices across the United States will host numerous cultural awareness activities during this month such as Asian-American Alumni and community service events in San Francisco and an Asian Culture Fair in Chicago.

The Asian American who has inspired me most is Lin Tien, former chancellor of the University of California, Berkeley.

During the early and mid 1990s, he made a huge impact on Americans not only in the fields of engineering and science, but also in overall academics. He was an immigrant who reached the top of his field and continued to influence a multicultural audience by connecting cultures and communities. The first Asian American chancellor of a major U.S. research university, Dr. Tien continues to be a role model who reflects the beliefs and standards many of us hold for our community.

It is important to commemorate Asian Pacific American Heritage Month all year long because there is much to celebrate and much to work on. While Asian Americans represent a relatively small portion of the U.S. population, we are making a significant impact on American life. We now are beginning to make strides in the worlds of business, academia, media, entertainment, and sports. Like Dr. Tien, I hope to be a “bridge-builder” and continue to help make the connections between the various facets of American life.

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David H. Klein CHIEF EXECUTIVE OFFICER EXCELLUS BLUECROSS BLUESHIELD

This month we honor men and women who have made groundbreaking contributions. Among them is Dr. David Ho whose work in the field of HIV/AIDS resulted in the first use of protease-inhibitors in combination with antiviral drug “cocktails” to treat early-stage AIDS patients. Dr. Ho and his team have been so important in the battle against AIDS that he was named Time magazine’s 1996 Man of the Year.

Dr. Ho’s life story is inspiring. When he was 3 years old, his father traveled from their native Taiwan to America in search of a better life. Nine years later, he finally was able to send for his family. Once here, knowing no English, Dr. Ho concentrated on his schoolwork and success.

Said Dr. Ho, “I’ve walked away from my early days with the idea that doing scholarly things and making personal sacrifices were very important. I think it has to do with my upbringing by my parents and close relatives. And so, my pursuit of science is in that context.”

This month, as we celebrate the accomplishments of now familiar names and faces, Excellus BlueCross BlueShield gratefully acknowledges the accomplishments of those on our team who, every day, make a difference in the lives of our nearly two million members across upstate New York.

“Among those we honor is Dr. David Ho, whose work in the field of HIV/AIDS resulted in being named Time magazine’s 1996 Man of the Year.”David H. Klein

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Rosalind Cox DIRECTOR, DIVERSITY AND WORKLIFE FORD MOTOR COMPANY

“Hau Thai-Tang once said, ‘Growing up in Vietnam, my aspirations were pretty low. My dream was to someday own a car . . .

Not only did I get to own a car, but I also got to design one.’

He’s a living example of the American dream, and his significant contributions to our business underscore the importance of diversity and inclusion.” Rosalind Cox

Two of Ford Motor Company’s employee resource groups, Ford Asian Indian Association and Ford Chinese Association, will be commemorating the month with several events. The two groups will set up booths in various buildings, including Ford World Headquarters in Dearborn, Mich., to highlight the culture, history, and contributions these resource groups have made to our company. A seminar on the rapid growth and future of business in India will be conducted by Arvind Mathew, president and managing director of Ford of India.

A similar seminar on business in China will be presented by Janice Lin, director of business development and strategy for Asia Pacific and Africa. These events will be publicized in the monthly employee diversity newsletter and through the Ford internal communications network. The Ford employee cafeteria offers Indian and Chinese dishes on selected days during the month.

The life and career of Hau Thai-Tang, director of advanced product creation and special vehicle teams and former chief engineer for Team Mustang, is very inspiring. Hau was 9 when he and his family left Vietnam for a new life in the United States, only two days before the fall of Saigon. Hau’s vision and talent have influenced some of the great and iconic Ford vehicles—the Mustang, the Shelby Mustang, and the Ford GT. He’s won several awards for his work, including Young Leader of the Year from the Automotive Hall of Fame.

Hau once said, “Growing up in Vietnam, my aspirations were pretty low. My dream was to someday own a car . . . Not only did I get to own a car, but I also got to design one.” He’s a living example of the American dream, and his significant contributions to our business underscore the importance of diversity and inclusion.

Diversity isn’t something that we celebrate during special heritage months or days, then put on the back burner.

Diversity is a fundamental part of our business strategy at Ford, and it influences all that we do—from our business

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plans to the very way we design, build, and sell our products.

We honor and value the contributions of Asian Americans— as well as the contributions of all our diverse employees— every day of the year. There is a joy in sharing what one has learned over the years, and Asian Pacific American Heritage Month serves as a perfect opportunity to do that.

Matthew Tsien EXECUTIVE DIRECTOR, VEHICLE SYSTEMS, GM NORTH AMERICA PRODUCT DEVELOPMENT GENERAL MOTORS

To me, just observing Asian Pacific American Heritage Month is not enough. We should commemorate Asian heritage year-round. The reason is simple: Our world becomes more global every day. As a result, a keen understanding of Asian heritage is vital for those who are expected to compete effectively in a global economy and society. Awareness and understanding

also are important for a well-functioning American society that continues to respect, cherish, and value diversity.

But beyond that, I find amazing inspiration in the achievements of fellow Asians, especially in a group known collectively as the Committee of 100, Chinese Americans who have achieved greatness in their respective fields, but who have not forgotten their heritage.

They’ve banded together and contribute their valuable time and energy for the betterment of Chinese society, American society, and the relationship between both. They inspire me every day.

While I’m glad that May is Asian Pacific American Heritage Month, constant awareness is what we should be striving for. General Motors’ partnerships with the Asian Pacific American Chamber of Commerce in Detroit and the Asian Federation in New York are huge steps in the right direction. Hopefully partnerships like these will continue to inspire long after May.

S.K. Gupta VICE PRESIDENT, OPERATIONS LOCKHEED MARTIN SPACE SYSTEMS CO.

During this month, we celebrate the contributions of Asian Americans to this nation that began in the 19th century. But our accomplishments in America over the ensuing 200 years— from the arts to zoology—are cause for daily celebration.

Other days in the history of Asian Americans were not as bright, specifically the internment of Japanese Americans

S.K. Gupta, continued during World War II. However, many challenged such unfair treatment.

A very vocal critic of “wartime relocation” is U.S. Transportation Secretary Norm Mineta. He and his family were among the 120,000 Japanese Americans forced from their homes and into internment camps. But he emerged from the camps to become the first Asian American mayor of a major city, the first Asian American congressman from the contiguous states, and the first Asian American cabinet member. During his time in congress, he was the driving force behind legislation that officially apologized for and redressed the injustices endured by Japanese Americans during World War II. I consider myself fortunate to have worked beside Norm Mineta during his tenure at Lockheed Martin. He inspired me to believe in myself and to believe that I can make a difference in other peoples’ lives. I strive to give to the next generation what I received from the previous one—to share what I have learned and to guide when and where I can.

That’s what I celebrate every day.

Rohini Anand SENIOR VICE PRESIDENT AND CHIEF DIVERSITY OFFICER

“I consider myself fortunate to have worked beside Norm Mineta during his tenure at Lockheed Martin. He inspired me to believe in myself and to believe that I can make a difference in other peoples’ lives.

I strive to give to the next generation what I received from the previous one—to share what I have learned and to guide when and where I can. That’s what I celebrate every day.” S.K. Gupta

SODEXHO

Asian Pacific American Heritage Month is an exciting time at Sodexho, with teams planning a variety of engaging events. Employees are invited to participate in Rangoli competitions, fund-raisers, and culinary tours; to attend fashion shows that feature traditional attire from Asian countries; and to hear from distinguished guest speakers of Asian descent.

The Asian professional I most admire is Elaine L. Chao, the nation’s 24th Secretary of Labor. She continues to do a great deal to help advance human causes while preserving the dignity of others. Her compassion, determination, and keen leadership skills seem to stem from her background as an immigrant. She often has said that it was her family’s experience transitioning to a new country that helped to shape her views on compassion and inspired her to create win-win opportunities for others.

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Sodexho celebrates and recognizes the contributions of all of our diverse employees throughout the year. We also provide special events and celebrations during the designated federal heritage months. Planning events and activities throughout the month of May that recognize the contributions of Asian Pacific Americans helps raise the overall community awareness of the unique customs and traditions of Asians.

Raising this awareness allows us to better serve our customers. Throughout the year, our Champions of Diversity recognition program allows us to recognize and celebrate the contributions of all employees. This program captures what our employees are doing to advance our diversity and inclusion strategies and shares their actions throughout the organization.

PDJ

MFHA 10th Anniversary Conference celebrate a decade of diversity leadership August 6-8, 2006 in Boston at the Hyatt Regency Cambridge

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DOWN 1. Capacity for belief 2. Lawful 3. Plaything 4. Negative prefix 5. Record company 6. ___ Eliot 7. ___ up the program 8. Light source 9. Zero 12. Going with feelings rather than reason 14. Call for money 15. Voice, a grievance for example 17. Request 18. Key part of any diversity program 21. Exclamation of dismay 23. Dress 25. Cause upset to 26. ___ Es Salaam 27. Delineate clearly 30. This can be a discrimination issue with no effective diversity program 31. It is, for short 36. Neither’s partner 38. Stark 40. Flightless bird 42. University figure 46. Overall purpose

ACROSS 1. Predominating attitudes and behavior

34. Special area of demand for product or service

6. Major factor in any successful business

35. Interested or involved with

10. Long period

37. Oscar winning movie concerning race relations

49. ____ item

39. Necessity

51. Philosophy

41. ____ the line

52. Listen to

42. Agreement 43. Old German notes, abbr.

53. Believe in wholeheartedly (goes with 58 across)

44. Time period, for short

54. Relative

45. Can be a block to teamwork

55. Cry for help

11. Table 13. Trend-setting 15. Purpose 16. Training handbook 19. Drink and drive charge 20. Mistake 22. Honesty

48. Homeland Security term for a foreigner!

50. Wall Street investigator

47. Land of open and equal opportunity

56. Accountant

24. Photographic and digital company that has a strong diversity program

49. ____ Vegas

57. Be situated

28. Long way

53. Profit reason for having a diversity program (2 words)

60. Not applicable, for short

29. Hotel chain leader in diversity program progress

58. See 53 down

32. Unrestrained

59. Fulfilling a legal requirement

33. Degree

62. Agreements 63. Educate

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Profiles in Diversity Journal May/June 2006

61. Certificate of insurance, abbr.

Puzzle Solution on page 86.

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Inclusion + Insights = Innovation and Growth Buzzwords? Hardly. Diversity and inclusion are central to how we do business, from our ever-expanding portfolio of brands, to our people who market and sell them across the globe.

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American Red Cross www.redcross.com

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Bank of the West www.bankofthewest.com

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Bausch & Lomb www.bausch.com BlueCross of California www.bluecrossca.com The Boeing Company www.boeing.com

5 77 3

DaimlerChrysler Corporation www.daimlerchrysler.com

18

Dell, Inc. www.dell.com

11

Eastman Kodak Company www.kodak.com

13

Excellus BlueCross BlueShield www.excellusbcbs.com Ford Motor Company www.ford.com Georgia Power www.southernco.com/gapower

81 cover 2, page 1 17

Halliburton www.halliburton.com

7

Ivy Planning www.ivygroupllc.com

15

Lockheed Martin www.lockheedmartin.com

47

MFHA www.mfha.net

83

MGM Mirage www.mgmmirage.com

87

Nationwide Insurance www.nationwide.com

79

PepsiCo, Inc. www.pepsico.com

85

Society for Human Resource Management 88 www.shrm.org

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Profiles in Diversity Journal May/June 2006

Sodexho www.sodexhousa.com

back cover

Southern Company www.southerncompany.com

cover 3

WellPoint www.wellpoint.com

61

Winters Group www.wintersgroup.com

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Marsha Johnson Senior Vice President Talent Management and Chief Diversity Officer Southern Company

M A R S H A J O H N S O N U N D E R S TA N D S T H E P O W E R O F D I V E R S I T Y. A N D S O D O E S S O U T H E R N C O M PA N Y.

When Marsha Johnson started her career at Southern Company in 1986, she quickly understood why we are the South’s premier energy provider. On the customer side of the business, she has seen employees from different backgrounds and experiences come together with the single goal to deliver superior products and services. Today, as Senior Vice President and Chief Diversity Officer for Southern Company, she is responsible for driving Southern Company’s diversity efforts throughout all our companies. “Our ability to attract and retain a talented, diverse workforce, as well as provide an environment that is inclusive and engaging, is directly tied to our sustained success,” says Marsha. At Southern Company, diversity is truly our competitive advantage. To learn more, please visit us at southerncompany.com. NYSE > SO

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