Profiles in Diversity Journal | May / Jun 2006

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

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2 Profiles in Diversity Journal May/June 2006

PUBLISHER James R. Rector

MANAGING EDITOR John S. Murphy

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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.

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

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

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

and founder of Multicultural Foodservice & Hospitality Alliance

(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

features 13 companies with exciting programs that everyone can learn

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

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

American Heritage Month. A growing number of companies report

that recognizing the achievements of minority groups during monthlong

observances is an important way to build staff morale and foster

inclusion within organizations. Here we offer the personal memories

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.

John MurphyManaging Editor


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

David RatcliffeSouthern Company’s “SouthernStyle” value—unquestionable trust,superior performance, and total commitment—put the energy ofintegrity into this Fortune 500 corporation’s diversity and inclusioninitiatives.

19

48

On the Cover / Special Feature

54Gerry Fernandez“Straightforward, wide open and inclusive” describes this diversityFront-Runner and his approach to leadership.


8

84

departments

72

64

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

2006 InternationalInnovation inDiversity AwardsSeveral innovative programsdesigned to advance diversityand inclusion from our top award-winning companies. Is there an idea here for yourcompany? by Damian Johnson

62

MomentumDiversity Who, What, Where and When

CatalystNetwork GroupsEmployee networks are an increasingly popular and effective—vehicle for supporting greater diversity efforts inorganizations and for developing a broader talent pool.

Diversity Crossword Puzzle by Miles Mellor

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

Pamela Chambers O’RourkePresident & 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 [email protected].

© 2006 Halliburton. All rights reserved.

HALLIBURTON

H e l p i n g t o b u i l d s u c c e s s t h r o u g h s u p p l i e r d i v e r s i t y .

ACS Names Ann Vezina Group President of ACSCommercial Solutions

DALLAS –AffiliatedComputerServices, Inc.(NYSE: ACS), apremier providerof businessprocess outsourc-ing and informa-tion technologysolutions, hasnamed Ann

Vezina executive vice president andgroup president of ACS CommercialSolutions. In this capacity, Vezina will beresponsible for the operation and growthof an ACS Group that comprises nearly60 percent of ACS’s business, contributingmore than $3 billion annually in revenue.

The ACS Commercial SolutionsGroup serves thousands of clientsaround the world in industries includingcommunications, education, energy,financial services, healthcare, insurance,manufacturing, retail, and transportationand travel.

Vezina previously served as manag-ing director of ACS’s Business ProcessSolutions (BPS) line of business. In thisposition, she was responsible for thedelivery of comprehensive businessprocess outsourcing (BPO) services tomajor commercial industries, providingservices to more than 300 clients acrossmultiple vertical markets and geographies.

“Ann has been successfully leadingour BPS business and has grown thatbusiness to nearly $1 billion in revenue,”said Mark King, ACS President andChief Executive Officer. “During herthree years with ACS, she’s demonstratedstrong operational execution abilities,developed excellent client relationships,is a very effective communicator, and afirst-class leader. I know she will do atremendous job with our CommercialSolutions Group.”

Prior to joining ACS, she spent 18

years with EDS progressively advancingher management and leadership skillsthrough experience in BPO operations,sales and business development, projectand client management, relationshipdevelopment, and IT services.

Vezina attended Central MichiganUniversity, where she graduated cumlaude with a bachelor of science degreein business administration.

Alcoa and Alcoa FoundationReport Combined Giving ofNearly $40 Million in 2005;Meg McDonald NamedPresident of AlcoaFoundationPITTSBURGH – Alcoa (NYSE: AA)

and AlcoaFoundation, thesecond largestcorporate foun-dation in theUnited States,have released2005 year-endhighlights fromcombined com-munity giving

programs that include a 38 percentincrease in giving to $39.9 million in2005, up from $28.8 million in 2004.

“The results of our programsdemonstrate that corporate socialresponsibility is not just a catch-phraseat Alcoa. Alcoa employees live our val-ues and work hand-in-hand with AlcoaFoundation and our community part-ners to enhance the quality of life ofAlcoa communities worldwide,” saidAlain Belda, Alcoa chairman and CEO.

“Our strategy is to bring value toour partnerships beyond money, so thatour partners around the world can becomemore sustainable in the long-run.”

As Alcoa Foundation reviews itsaccomplishments in 2005, it begins2006 with new leadership. MegMcDonald has been named president,Alcoa Foundation. McDonald joinedAlcoa in 2002 as general manager of

corporate affairs in Australia following adistinguished career in the Australiandiplomatic service. She will be based inNew York City.

“Meg has extensive internationalexperience engaging stakeholders onglobal issues, and she has proven to bean effective leader who produces results.Her expertise in negotiating key globalissues in the United Nations and otherinternational organizations will be avaluable asset in her new role, as AlcoaFoundation continues to add communi-ties to its grantmaking portfolio, and asAlcoa expands its presence around theworld,” Belda said.

Before being named president ofAlcoa Foundation, Meg McDonaldserved as general manager of corporateaffairs for Alcoa World Alumina Australia,a position she has held since 2002. Priorto joining Alcoa, she was a senior careerdiplomat in the Australian Departmentof Foreign Affairs and Trade (DFAT).

Velma Monteiro-Tribble Named Alcoa Foundation’sCEO and Assistant Treasurer

Before beingnamed chiefoperating officerand assistanttreasurer,Monteiro-Tribbleserved as the senior programofficer at theFoundation andwas responsiblefor its global

signature initiatives and philanthropicgiving programs. She has more than 30years of experience in grantmaking, leadership development and training,community development, communityenterprise, evaluation, tests and measurements, with a wide range ofnational organizations.

Monteiro-Tribble has receivednumerous awards for her work includingUrban Bankers Leadership Award andthe National Woman of Achievement


Award from the National Business andProfessional Women Association. Shehas written numerous articles and booklets on the topics of leadership anddiversity. She chairs the advisory boardfor the Morehouse College InternationalLeadership Center.

Bausch & Lomb Presents 2ndAnnual Supplier DiversityRecognition AwardsROCHESTER, N.Y. – Bausch & Lombpresented its second annual supplier diversity recognition awards tothree suppliers and one employee duringa ceremony at the company’s worldheadquarters on March 21.

The awards, presented as part ofBausch & Lomb’s supplier diversitydevelopment program, recognize signifi-cant contributions made by suppliersand employees of the company towardsBausch & Lomb’s commitment to buildingrelationships with diverse suppliers, includ-ing minority-owned, women-owned andother diverse enterprises.

Bausch & Lomb’s supplier diversitydevelopment program identifies diversesuppliers in order to expand the company’sability to exceed customers’ expectationswith world-class quality, service, cost,and technology.

• Packaging firm ICV - INNOVATIVEFOLDING CARTON COMPANY of SouthPlainfield, N.J., received the Bausch &Lomb Minority Business EnterpriseSupplier of the Year Award.

• Rochester’s BUTLER/TILL MEDIA SERVICES,INC. received the Bausch & LombWoman-Owned Business EnterpriseSupplier of the Year.

• Promotional products firm KREO, INC.,of Victor, New York, received theBausch & Lomb CorporateCitizenship Supplier of the Year.

“Bausch & Lomb’s commitment tosupplier excellence helps us deliver toconsumers around the globe the world’smost comprehensive portfolio of eyehealth products,” said DeRoy Bryant,

director of the Bausch & Lomb supplierdiversity development program. “Adiverse and reliable supplier base is acritical ingredient to maintaining ourposition in a competitive marketplace.”Bausch & Lomb employee Steve Valenti,manager, global sourcing and procure-ment, received the Bausch & LombBuyer Advocate of the Year award.

Anthony(Tony)MitchellMoves IntoNew Post atBooz AllenHamilton

Anthony (Tony) Mitchell joined BoozAllen Hamilton in 1986 as a senior consultant to support public sector government clients. He provided program management and systems engineering support to several clientsand was promoted to senior associate in1993 to help government clients developand manage large scale communications system acquisitions. In 1995, he left thefirm, but returned in 1997 to supportprivate sector clients.

For the next five years Mitchellworked with U.S. and Europeantelecommunications service providers tohelp launch new business units andproduct lines. During the course of his17-year career with Booz Allen, Mitchelldeveloped a reputation as a thoughtleader, staff developer, and businessmanager. In 2002 he transitioned backto lead Booz Allen’s public sector marketin Southeastern Virginia, and in October2005 he was promoted to vice president.

Mitchell’s current responsibilitiesinclude guiding support to clients locatedin the region (including major commandsfrom all the U.S. military services andNATO) and serving as the executivesponsor for Booz Allen’s AfricanAmerican Forum.

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

gious consulting firms in the world; it’sbeen highly rewarding to build a careerin a place that values innovation, collab-oration, and client service,” said Mitchell.

Mitchell holds an master’s degree ininformation systems from GeorgeWashington University and a BSEEdegree from General Motors Institute(now Kettering University).

Charles O.(Chad)Holliday Jr.to Chair theCatalystBoard ofDirectors

NEW YORK – Catalyst has announcedthat DuPont Chairman and CEOCharles O. (Chad) Holliday Jr. has beennamed the new chair of the Catalystboard of directors. Holliday assumesleadership from Thomas J. Engibous,chairman of Texas Instruments, who willcontinue to serve on the Catalyst board.The board is made up of 31 Fortune500 CEOs and top business and profes-sional leaders who work to fulfill theCatalyst mission—to build inclusiveenvironments and expand opportunitiesfor women at work.

“As we thank Tom for his extraor-dinary dedication and for serving as botha leader and a mentor over the past fouryears, we look forward to Chad’s finestewardship as our new Chair,” saidCatalyst President Ilene H. Lang. “With his insights and expertise, and his generosity of time and spirit, Chadcontributes so much in advancing theCatalyst mission. We are fortunate tohave these two remarkable leaders onour board.”

“Catalyst has been absolutely stead-fast in pursuing its vision of supportingand encouraging women in their careeraspirations,” said Holliday. “I look for-ward to working with the Catalyst teamand our members to advance Catalyst’smission and extend the impact of itswork.”

Profiles in Diversity Journal May/June 2006 9


Holliday has been with DuPont formore than 30 years. He became CEO in1998 and was named chairman a yearlater. A founding member of theInternational Business Council, Hollidayis chairman of the U.S. Council ofCompetitiveness.

Catalyst is the leading research andadvisory services organization workingwith businesses and the professions tobuild inclusive environments and expandopportunities for women at work. Withoffices in New York, San Jose, andToronto, Catalyst is consistently rankedfirst among U.S. nonprofits focused onwomen’s issues by the American Instituteof Philanthropy.

Cisco’s Susan L. BostromNamed Chief MarketingOfficer; James Richardson toLead Commercial Business

SAN JOSE, Calif. –Cisco Systems, Inc. hasannounced executivechanges in support ofthe company’s growthstrategies. Susan L.Bostrom has beenappointed chief market-ing officer (CMO) and

named an executive officer of the company. Bostrom succeeds JamesRichardson, who has been appointedsenior vice president (SVP), commercialbusiness, a new role created to accelerateCisco’s opportunity in its fastest-growingcustomer segment, made up of small andmedium-sized businesses. Bostrom andRichardson will continue to reportdirectly to Cisco President and CEOJohn Chambers.

“With Cisco at the mid-point of itsfiscal year, these strategic organizationalmoves will build on the momentumwe’ve captured from recent evolutions inour sales and engineering organizationsthat have positioned us well to meet ourgrowth opportunity,” said John Chambers,president and CEO, Cisco Systems. “Wealways try to look three to five years out

in the decisions we make, and there’s noquestion that the Cisco brand, ouropportunity in the commercial marketand the evolution of our leaders aregoing to take us to the next level.”

In her new role as CMO, Bostromwill focus on extending the company’sstrategic positioning, branding, advertisingprograms, and associated growth initia-tives as the company targets a broadercustomer base. She will be responsiblefor expanding marketing’s role as a stimulus for Cisco’s growth strategy andcultivating new opportunities in bothnew and existing market segments.

An eight-year Cisco veteran,Bostrom most recently led Cisco'sInternet Business Solutions Group(IBSG). Her strong industry backgroundincludes more than 20 years of market-ing experience at companies includingCisco, National Semiconductor, AT&T, McKinsey and Company, and FTP Software.

In his new role as SVP, commercialbusiness, Richardson will be responsiblefor driving companywide initiatives on a global basis in the commercial marketsegment. He will be responsible for executing on the strategy for Cisco’scommercial market, aligning products,services, marketing, and sales strategiesin order to realize the growth potentialof this market.

As one of the most experienced general managers at Cisco, Richardson’stenure at Cisco spans more than 16years, including leading the company’senterprise line of business and each theatre sales organization. As CMO forthe past four years, Richardson has ledthe transformation of the function into a world-class outbound marketingorganization which has been recognizedas the best-in-class in high-tech marketing.

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

Dell CEO KevinRollins CitesWorkforceDiversity asKey to GainingCompetitiveAdvantages

GREENSBORO, N.C. – Dell CEOKevin Rollins, joining other chief executivesand thought leaders to discuss the businessimperative of diversity, said a diverse work-force can enable competitive advantages.

“I’ve seen firsthand the power of adiverse workforce,” said Mr. Rollins.“Leveraging the similarities and differ-ences of all team members enables Dellto develop the best products, provide asuperior customer experience, and con-tribute in meaningful ways to the com-munities where we do business.”

Rollins’ comments were part of aCEO panel discussion at the third annualChief Diversity Officers Forum organizedby Bennett College for Women. Thetheme of this year’s event was “UtilizingOur Differences to Make a Difference:Extraordinary Leadership for ExtraordinaryTimes.” He added that as Dell andother businesses continue to expand,programs such as the Chief DiversityOfficers Forum promote the value ofdiversity and play an important role indeveloping future leaders. Dell is a majorsponsor of the forum, in which ThurmondWoodard, Dell vice president, globaldiversity, also participated.

While in North Carolina, Rollinsalso visited customers and met with theDell team at its manufacturing facility inthe Winston-Salem-Piedmont Triad area.The plant, which opened last Octoberand currently employs more than 750people, builds Dell’s award-winning Opti-Plex and Dimension desktop computers for customers in the easternUnited States. For more information,visit www.dell.com. To get Dell newsdirect, visit www.dell.com/RSS.

At Dell, we’re committed to bringing together individuals with

diverse backgrounds, thinking, leadership and ideas, and arming

them with the best tools to ensure their success. We believe

this helps drive innovation and makes Dell a more dynamic

company. Through career development, mentoring programs,

network groups and productivity tools like the Dell Latitude D610

with Intel®

Centrino®

Mobile Technology, we offer the resources

to help every employee achieve their potential. Our goal is to

ensure that Dell is a great place to work, grow and aspire.

Success real time. Capture it at Dell.

Dell 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 othercountries. 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 yourrace, gender, color, religion, national origin, age, disability, marital status, sexual orientation, or veteran status.

How do you get started? Visit www.dell.com/pdj

CAREERS AT DELL. CONSIDER THE POSSIBILITIES.

Get more out of your career. Now at Dell.

Dell recommends Windows® XP Professional

Trisa Thompson uses a Dell Latitude D610 with Intel® Centrino® Mobile Technology


GE Taps DeborahElam For TopDiversity RoleDeborah Elam hasbeen named chiefdiversity officer at

General Electric, Fairfield, Conn. Sheleads efforts globally to ensure that allGE employees feel they have an oppor-tunity to contribute and succeed. Elamis a native of New Orleans, Louisiana,and an alumna of Ursuline Academy.She received a bachelor’s degree in soci-ology at Louisiana State University and amaster’s degree in public administrationat Southern University in Baton Rouge.

Her success story started in 1986when she worked at General Electric asan intern while still in graduate school.She joined GE’s human resources leader-ship program in 1987 and had assign-ments at GE Global Exchange Servicesand GE Transportation. Upon comple-tion of the training program, Elam waspromoted to successively larger humanresources roles in GE ConsultingServices, GE Capital Mortgage Corp.,GE Capital Insurance Services, and GECapital Markets Services. In June of2000, she was promoted to managingdirector, human resources, at GE CapitalCommercial Finance. She was appointedto her current role in September of 2002.

Elam holds leadership roles in GE’sAfrican American Forum, GE Women’sNetwork and is a member of theExecutive Leadership Council (ELC)—an organization of the top AfricanAmericans in corporate America.

Elam has received numerous awardsand was featured on the cover of theMarch 2005 issue of The NetworkJournal Magazine where she was namedone of Twenty-five Influential BlackWomen in Business. She is the recipientof the Brava Award given by the YWCAof Greenwich, Conn., to women whoare achievers at work and also give backin their communities. Elam resides inStamford, Conn., with her husband andtwo daughters.

GE Appoints Five CompanyOfficersFAIRFIELD, Conn. – GE hasannounced the appointment of six newcompany officers.

Gregory Burge, 50, is vice president, net-worked solutions, GE Security. Mostrecently Burge was general manager ofSecurity’s Networked Solutions businesswhich designs, manufactures and distrib-utes security solutions and informationservices to the residential, commercial,real estate/automotive and shipping portmarkets. Burge received his bachelor’sdegree in business administration fromPepperdine University in 1977.

Steven Fludder, 45, is vice president,sales, for GE Water & ProcessTechnologies. A 22-year GE veteran,Fludder has had a variety of global rolesin sales and operations in his career.Most recently, Fludder was CEO ofChina for GE Energy. Fludder receivedhis master’s in mechanical engineeringfrom the Massachusetts Institute ofTechnology in 1988. He holds under-graduate degrees from ColumbiaUniversity in New York and ProvidenceCollege in Rhode Island.

Akihiko (Kiko) Kumagai, 49, is presidentand CEO, GE Consumer Finance,Japan. He will oversee the growth ofConsumer Finance in a critical globalmarket and manage the expansion of GEMoney, a new consumer-banking brandfrom GE. A 22-year GE veteran,Kumagai has had a variety of roles withincreasing responsibility within theCommercial function in his career.Kumagai received his bachelor’s degreein economics from the University ofCalifornia at Los Angeles in 1979.

Daniel C. Janki, 37, is vice president, corporate investor relations. Janki willlead communications efforts to the company’s various investor bases. Mostrecently, Janki was the Americas FinanceLeader for GE Consumer Finance. Hereceived his bachelor’s degree in financeand accounting from Ohio StateUniversity in 1990.

Brian Worrell, 36, is now vice president,GE Corporate Audit Staff. In this role,Worrell oversees the company’s internalAudit organization. Most recently,Worrell has been general manager,finance, for GE Oil & Gas. Prior tothat, Worrell had a succession of financeroles within GE Healthcare. Worrellreceived his bachelor’s in economicsfrom the University of North Carolinain 1992. For more information, visit thecompany’s Web site at www.ge.com.

GM Names Michael A.Jackson North America VP of Marketing and Advertising

Mike Jackson wasappointed GMNorth Americavice president ofmarketing andadvertising onMarch 1, 2006.He is responsiblefor directing themarketing, adver-tising, and media

efforts for the eight GM vehicle divisions.Prior to his promotion, Jackson was theregional general manager of GM’s west-ern region headquartered in ThousandOaks, Calif., where he led the sales, mar-keting, and distribution efforts for theregion’s 16 member states since February2002. The region is responsible for sales ofthe Chevrolet, GMC, Pontiac, Buick,Cadillac, Hummer, Saab, and Saturnbrands.

Jackson joined GM in February2000 following a series of key leadershippositions in sales and marketing at Coca-Cola, PepsiCo, and Coors BrewingCompany. Prior to his current position,he served as executive director of salesand marketing support based at GM’sglobal headquarters in Detroit. As executive director he developed and ledthe team focused on integrating theCompany’s sales and promotional efforts.He received the distinguished Chairman’sHonors in 2002 for being a leader in the“Keep America Rolling” program.


In 1978, he received a bachelor’sdegree in journalism from Kent StateUniversity in Ohio and a master’s degreein communications from the AnnenbergSchool at the University of SouthernCalifornia (USC) in 1981. He alsocompleted the University ofPennsylvania, Wharton ExecutiveDevelopment Program in 1993 and theGM Senior Executive Program in 2002.

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

Chris Womack Named to KeyLeadership Position atGeorgia Power

ATLANTA – TheGeorgia Power board ofdirectors recentlynamed Chris Womackexecutive vice presidentof external affairs, oneof the top leadershippositions in the company.Womack most recentlyserved as senior vice

president and chief production officerfor Georgia Power.

“Chris has had extensive externalaffairs experience in Washington, D.C.,and while working at Alabama Power. I am confident he is the person we needto lead the external affairs organization at Georgia Power,” said Mike Garrett,president and CEO.

In his new position, Womack willbe responsible for leading and directingthe policies and activities of the company’sgovernmental and regulatory affairs,environmental affairs, land, corporatecommunication, and economic develop-ment functions. Womack also will workclosely with the company’s regional vicepresidents, who manage the company’sfield operations and have responsibilitiesfor external affairs in their respective areas.

Womack joined Alabama Power in1988 as governmental affairs representa-tive. He served as assistant to the vice

president of public affairs, director ofcommunity relations, vice president ofpublic relations, and senior vice presi-dent of public relations and corporateservices at Alabama Power. In 1998 hewas named senior vice president ofhuman resources of Southern Company,and in 2001 he was named senior vicepresident of fossil and hydro power andsenior production officer at Georgia Power.

A native of Greenville, Ala., Womackholds a bachelor’s degree from WesternMichigan University and a master’sdegree in public administration fromAmerican University. He attended theStanford Executive Program and in 2005was named one of the 75 Most PowerfulAfrican Americans in corporate Americaby Black Enterprise magazine.

Georgia Power is the largest sub-sidiary of Southern Company, one of thenation’s largest generators of electricity.

Halliburton Names ThurmanNew Employee RelationsSenior Manager

HOUSTON –Monica Thurmanhas been promotedto the position ofsenior manager ofemployee relationsfor Halliburton’s(NYSE: HAL)Energy ServicesGroup. Previously,

Thurman was counsel for the employ-ment law department.

Throughout her career, Thurmanhas focused her expertise on employeebenefit matters and employment law.Since joining Halliburton in October2001 as an employee benefits attorney,she has advised the human resourcesdepartment on administering retirementand health benefits and on selectingproviders and safeguarding employeehealth information. Thurman has repre-sented Halliburton before the InternalRevenue Service, the Department ofLabor, and the Pension Benefit GuarantyCorporation.

Prior to joining Halliburton,Thurman worked for Arthur AndersenLLP in Dallas in that company’s humanresources practice, and also as an investi-gator with Harris Trust and SavingsBank and The Northern TrustCompany.

Thurman graduated from IndianaUniversity School of Law, Bloomington,and earned her bachelor of businessadministration degree with cum laudehonors from Florida A&M University,Tallahassee.

Halliburton, founded in 1919, isone of the world’s largest providers ofproducts and services to the petroleumand energy industries. The companyserves its customers with a broad rangeof products and services through itsEnergy Services Group and KBR. Visitthe company’s World Wide Web site atwww.halliburton.com.

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

Dorria L. Ball is thedirector of globaldiversity and work-life for Kraft Foods.She is headquarteredin Northfield, Ill.Ball and her teamare responsible fordefining the GlobalDiversity and

WorkLife strategy for Kraft Foodsworldwide. Kraft Foods is the largestfood company in North America, andthe second largest in the world with netrevenues exceeding $34 billion. Thecompany has 94,500 employees (43,000in the United States), and operations in70 countries.

Prior to this assignment, Ball wasthe director of organizational develop-ment for the Kraft Foods global market-ing resources group.

Ball began her career with Kraft insales management, where she heldnumerous assignments of increasingresponsibility, calling on customers and

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managing teams. She transitioned intohuman resources in 1994, and has sinceheld various human resources assign-ments including multiple assignmentssupporting business sectors (Beveragesand Snacks).

Ball has been a significant contributorto the Thurgood Marshall ScholarshipFund as a member of the advisory board, aformer steering team member of theWilliam J. Clinton Foundation’s HarlemSmall Business initiative, a member of thereview panel for Companies That Care, amember of Alpha Kappa Alpha sorority,and an active member of the AbyssinianBaptist Church.

Ball is a graduate of IndianaUniversity. She is a native ofIndianapolis, Indiana, but currentlyresides in Westchester, New York.

Jackie Parker Joins NewellRubbermaid as Director,Diversity and Inclusion

Newell Rubbermaidhas announced theappointment of JackieParker to director,diversity and inclu-sion. In her new role,she will report to JimSweet, vice president ofhuman resources.

Parker comes from Russell Corporationwhere she served as director of diversitydevelopment responsible for the leader-ship, management, and execution of alldiversity programs.

“With Jackie’s leadership, NewellRubbermaid will strive to create aninclusive culture that enables ouremployees to contribute their full capa-bilities to our company’s success and todevelop their talents, strengths, andcareers,” said CEO Mark Ketchum inannouncing the appointment.

Parker brings over 19 years of lead-ership experience in the consumer prod-ucts industry. Prior to her role at Russell,she functioned in a variety of sales andmarketing roles with PepsiCo, QuakerOats, Nabisco Foods, and the Campbell

Soup Company. She has an MBA inmarketing from Johns HopkinsUniversity.

Clinton A. Lewis Jr. NamedSenior Vice President ofSales by Pfizer

Clinton A. LewisJr. is senior vicepresident of salesfor the U.S.NeuroscienceTherapeuticCluster at PfizerInc. He is respon-sible for a portfolio

of top selling branded prescription med-ications that had a combined revenue ofmore than $4.5 billion in 2005. Heassumed this role in January 2006.

Lewis has worked in the pharma-ceutical industry and at Pfizer for eight-een years and has held key positions ofincreasing responsibility in the areas ofsales, training, sales management, mar-keting, and general management. He isbased at Pfizer headquarters in NewYork City. Lewis began his career withPfizer, the world’s largest research-basedpharmaceutical company, in 1988.

In 2000 he was promoted to vicepresident of sales for the Park Davis 3Division, where he successfully ledZyrtec to the #1 branded antihistamine position in the country, generatingmore than $1 billion in revenue. In2005, he was promoted to senior vicepresident, sales, for the U.S. Learning & Development Organization.

During his tenure at Pfizer, Lewishas achieved numerous honors includingDistrict Manager of the Year and hastwice earned the Regional Manager ofthe Year award.

In addition to his current profes-sional responsibilities, Lewis is a memberof the board of trustees for his almamater, Fairfield University. He is aboard member and ardent supporter ofINROADS, Inc., volunteering his timewith the Northeast region affiliate.

Lewis holds a bachelor’s degree

in biology from Fairfield University,Fairfield, Conn., and an MBA in market-ing from Fairleigh Dickinson University,Hackensack, N.J. He is married toTeresa and has two sons, Alex and Evan. He enjoys golf, teaching, drawing, andreading business publications.

Sodexho USA Names Alfonso Martinez to SeniorVice President Position

GAITHERSBURG,Maryland – SodexhoUSA (NYSE: SDX),the nation’s leadingprovider of foodservice and facilitiesmanagement,announced recentlythat Alfonso

Martinez has been named senior vicepresident of human resources for theCorporate Services and VendingDivision.

“We are excited to have AlfonsoMartinez join the Sodexho team,” saidSodexho Group President MichaelNorris. “His expertise and leadership inworkforce development, recruitmentstrategies, and performance managementsystems will strengthen our key humanresource initiatives in the CorporateServices and Vending Division.”

Most recently, Martinez was thepresident and CEO of the HispanicAssociation on Corporate Responsibilityin Washington, D.C. In this role, herepresented a board of directors consistingof 14 national Hispanic nonprofitCEOs, with a mission to grow the inclusion of the Hispanic community incorporate America in the areas ofemployment, procurement, philanthropy,and board directorships.

Martinez is a graduate of theUniversity of Denver School of Businessand Hotel/Restaurant Management andearned a master’s degree in organizationaldevelopment from Johns HopkinsUniversity in Baltimore, Maryland. Heresides and will office in Gaithersburg,Maryland. PDJPDJ

These businesswomen have prevailed in nontraditional fields because they metchallenges head-on and took advantage of opportunities that came their way.Opportunities like becoming a vendor for Georgia Power, a subsidiary of SouthernCompany, the South’s premier energy company. Through our Supplier MentorProgram and other diversity initiatives, we have assisted qualified female andminority-owned companies acquire the experience, knowledge, and contacts tohelp grow their businesses. At Georgia Power, we believe that their success willcontribute to the economic success of all the communities we serve. To learnmore, visit us at southerncompany.com/suppliers/diversity.asp.

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 .

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.

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

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.

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 careerwith the company in 1968 as a unit manager in the Campus Services Division, andjoined Sodexho’s Health Care Services Division in 1975 as a district manager forthe Southern New England region.

Keeping 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.

Sodexho North America

An interview with Richard Macedonia –President and CEO


SSppeecciiaall FFeeaattuurree SSooddeexxhhoo NNoorrtthh AAmmeerriiccaa

ALL PHOTOS COPYRIGHT BY SODEXHO. USED WITH PERMISSION.

interview ::


Most company

leaders say

diversity drives

business results.

What part did

diversity and

inclusion play in

your company’s

2005 growth and

earnings?

Sodexho firmly believes

that diversity and inclusion give our

company a competitive edge and have

played a significant role in driving our

business results, particularly in the area of

new business. Sodexho has won several

significant contracts over the past four

years, most notably the U.S. Marine

Corps contract, due to our ability to

work with diverse partners and organiza-

tions to provide service.

GLOBAL / MARKET ISSUES

Is overall diversity and

inclusion management

largely based in Sodexho’s

United States operations,

or present throughout the

worldwide organization?

With a presence in 76 countries,

Sodexho has formed an International

Diversity Working Group made up of

representatives from countries around

the globe. Sodexho’s North American

Senior Vice President and Chief

Diversity Officer Rohini Anand leads

this working group and represents the

United States in this working group.

Currently, Sodexho has a global strat-

egy, with Australia and France taking the

lead in implementing the strategy locally.

In our global inclusion work, we think

globally while adapting the strategy

to each region’s local culture for

implementation.

RRiicchhaarrdd MMaacceeddoonniiaa PPrreessiiddeenntt aanndd CCEEOO

“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.”

CompanySnaphotHEADQUARTERS: Gaithersburg, Md.

COMPANY WEB SITE:

www.sodexhoUSA.com

NYSE: SDX

PRIMARY BUSINESS: Food and facilities management

NUMBER OF EMPLOYEES: 125,000

PARENT COMPANY: Sodexho Alliance,employer of 324,000 people at26,700 sites in 76 countries


As a global company

in today’s market-

place, does Sodexho

face any particular

challenges—cultural,

socioeconomic,

demographic, or

legal—selling or

producing products?

Hiring and retaining

good people?

Every player in the global market is

dealing with attracting and retaining the

culturally competent talent needed to sell

and operate a business in a multinational

environment. This challenge will intensify,

exacerbated by the impending labor gap

resulting from an aging workforce, an

increasing number of retirees, and a

shrinking labor pool.

Additionally, as markets in the devel-

oping world increase, our managers must

have the cultural competencies to work

effectively with employees from all parts

of the world, as well as understand the

tastes and needs of an increasingly diverse

customer base.

How does a company as fast-

growing and fast-changing as

yours keep up with diversity

development throughout

the organization?

Although Sodexho is celebrating its 40th

anniversary this year, Sodexho North

America is a relatively young company,

established in 1998 when Sodexho

merged with Marriott Management

Services. This merger tripled our compa-

ny’s presence in North America and its

employee base.

With more than 110,000 employees at

more than 6,000 locations across the 50

states, Sodexho uses both a top-down and

bottom-up strategy to achieve our company’s

strategic objective to increase diversity


“By naming diversity

and inclusion as one

of six business

imperatives, Sodexho

sends a strong

signal about the

critical role the

objective plays in

our organization’s

success.”

interview ::


and inclusion. Our company has made a

significant investment by establishing a

formal structure to support the objective

and make it a part of our core business

strategy. By naming diversity and

inclusion as one of six business impera-

tives, Sodexho sends a strong signal

about the critical role the objective plays

in our organization’s success.

The Office of Diversity and the

Diversity Leadership Council set the

diversity strategy. The strategy is

implemented by diversity councils in

each of our major business lines under

the leadership of senior directors of

diversity, who ensure alignment and

help to drive accountability in the busi-

ness segments.

At the grass-roots level, employee net-

work groups further ensure that our

diversity efforts are operational in our

business. A multifaceted and multiyear

Diversity Learning Strategy supports the

entire effort.

To further weave diversity into the

fabric of the corporate culture and hold

managers accountable, Sodexho has

implemented a sophisticated Diversity

Scorecard that measures progress. All

bonus-eligible managers are held

accountable for diversity results with a

direct link to their annual incentive

compensation. For the third consecutive

year, I have committed to paying these

bonuses, regardless of the financial

results of our company. I want to send a

powerful message about the importance

of diversity and inclusion in our overall

business strategy.

Are there unique

opportunities in your

particular industry for

implementing diversity

programs?

Sodexho is in a very unique position,

from both a business perspective and a

social responsibility perspective, to

implement diversity programs that not

only support its customers and employ-

ees, but also the communities it serves.

Given the increasing diversity of the

U.S. workforce, Sodexho is in a good

position to enable our clients in serving

the sophisticated palates of their

employees with menus that are cultural-

ly diverse and service that recognizes the

unique expectations of a broad spectrum


“Given the increasing

diversity of the U.S.

workforce, Sodexho is

in a good position to

enable our clients in

serving the sophisticated

palates of their employees

with menus that are

culturally diverse and

service that recognizes

the unique expectations

of a broad spectrum of

customers.”



Network GroupsSodexho 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 the AALF is to embrace thespirit of positive change undertaken by

Sodexho through the Diversity LeadershipCouncil (DLC). We are committed to making

significant contributions to the many challenges and opportunities that face ourorganization and to increase value for ouremployees, 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 theindividual and professional growth of Pan Asians and

increasing the awareness of Pan Asian cultures, therebycontributing to the success of the company.

The mission of SOL is to promote Sodexho’s successand 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, andpromoting external awareness of Sodexho.

The mission of WiNG (Women’s Network Group) is tofoster 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 PRIDE is to strategicallyalign Sodexho’s organizational structure to

embrace all diversity, inclusive of gay,bisexual, and transgender employees, so

that value is added to Sodexho.



of customers. Through our extensive

Supplier Diversity Program, Sodexho is

able to source and provide unique

opportunities for local vendors that help

in supporting the communities where it

does business, providing customers with

authentic local flavor and enhancing the

overall economy of the community.

Finally, as a major employer in the

United States, Sodexho is in a unique

position to provide opportunities that

lead to personal, professional, and finan-

cial growth for its employees, thereby

improving the quality of the overall

labor pool. Sodexho has implemented

several programs that help to increase

the overall English language skills of its

workforce. Last year, we launched an

ESL (English as a Second Language)

initiative using the Sed de Saber system,

developed by Retention Education, to

help Spanish-speaking employees learn

English. Sodexho also provides employ-

ees with the opportunity to earn college

degrees through the University of

Action Learning. These programs

benefit employees for whom a traditional

education may be out of reach or impos-

sible to attain given their current

personal situation. Sodexho University

also offers a variety of online and self-

study options to its employees to help

them in gaining the skills and knowl-

edge necessary to advance in careers

with Sodexho.

Do international issues ever

get in the way of corporate

support for diversity

objectives and processes?

What kinds of strategies

does the company employ

in dealing with them?

Our parent company, Sodexho Alliance,

recognizes the competitive advantage

that a diverse and culturally competent

workforce provides. Within the various

countries where we do business, the

focus of inclusion efforts may take on

local nuances, but the end goal, to

attract and retain the best talent from

the labor pool, remains unchanged. Our

strong and compelling mission and

values ensure that all countries are clear

about the importance of diversity and

inclusion in our organization, while tak-

ing into account local laws and cultural

nuances. Where issues may arise, clear

interview ::

“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.”



Where does your personal belief in diversity and inclusion originate? Who were your rolemodels? 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 andI 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 differencefor us. As for role models, I didn’t really have any business role models who were leaders in diversity. At thetime 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 theera that have become so important to me and raised my sensitivity level to those issues. Also, they were ableto gain the attention of millions of people and change their thinking to be more open and more inclusive. Itwas an era of great rhetoric and passionate speeches; these have inspired me as a business leader who has aresponsibility 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 ourbusiness 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 savvymanagers, even if we didn’t call it that! These people dramatically aided my career and professional development, although we never sat across a tablefrom 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 formerSodexho 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 ofGetting 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 feelcomfortable 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 wasblown 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 fightagainst 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 programimplemented 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 soproud to say that Sodexho and our more than 125,000 employees have it.

Personal ProfileAbout the CEO—Richard Macedonia


lines of communication among the

various countries and training in work-

ing across cultural differences have

helped to resolve issues quickly.

LEADERSHIP

What resources—financial

and human—are allocated

to diversity?

The leadership of Sodexho is fully com-

mitted to diversity and inclusion. From

the top, Senior Vice President and Chief

Diversity Officer Rohini Anand reports

directly to me. 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. The CEO and

several of his direct reports lead the

Diversity Leadership Council. The

Office of Diversity with responsibility

for affirmative action, external relations,

and diversity initiatives. Additionally, all

bonus-eligible managers are held

accountable for diversity progress with a

direct link to their incentive compensa-

tion. For the members of the executive

team, the senior-most leaders of our

company, a full quarter, 25 percent of

their incentive, is tied to diversity

results.

How do diversity and

inclusion impact your

company’s bottom line?

Diversity and inclusion are competitive

differentiators for Sodexho and have led

to business growth. In today’s ever-

changing global marketplace, every

company is looking for a competitive

advantage. For Sodexho, that edge has

come from an area that may be over-

looked by others in senior leadership—

diversity. Leveraging diversity as a

competitive advantage and incorporating

it into our company fabric have been

critical success factors for our organiza-

tion. The talent pool is becoming more

diverse, and the competition to attract

and retain top talent is increasing. We

know that companies that focus on

being the best place to work for a diverse

workforce will set themselves apart from

their competitors and enhance their rep-

utation by having diverse talent. This, in


interview ::

“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.”



Sodexho D&I Awards2006 AwardsProfiles in Diversity Journal: First Place (tie) for International Innovation in Diversity Award

DiversityInc: Top 50 Companies for Diversity

DiversityInc: Top Companies for People with Disabilities

DiversityInc: Top Companies for Women Executives

Black Collegian: Top Employer for African American Graduates

Hispanic Magazine: Corporate 100 List of Best Places to Work for Latinos

2005 Awards Asian Enterprise Magazine: Top 10 Companies for Asian-American Employees

Autism Services Association: 2005 Employer of the Year

Black Collegian: Top 100 Employers for 2005

Black Professional Magazine: Top 25 Companies for African Americans

DiversityInc: Top 10 Companies for People with Disabilities

DiversityInc: Top 10 Companies for Supplier Diversity

DiversityInc: 25 Notable Companies for Diversity

Foundation for Ethnic Understanding: Joseph Papp Corporate Diversity Award

Hispanic Business Magazine: Top 10 Best Companies for Hispanics

Hispanic Magazine/Hispanic Trends: Hispanic Corporate 100

Hispanic Magazine/Hispanic Trends: Top 50 Corporations for Supplier Diversity

The Women’s Business Center: Diversity Innovator Award

Latina Style Magazine: Top 50 Companies for Latinas

National Eagle Leadership Institute: 2005 Career Focus Eagle Award, James Taylor

Profiles in Diversity Journal: International Innovation in Diversity Award

2004 AwardsAsian Enterprise Magazine: 2004 Diversity Advocate Award, Michel Landel

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): Strategic Examples of Excellence in Diversity (SEED) Award

Profiles in Diversity Journal: International Innovation in Diversity Award, Honorable Mention

Savoy Professional Magazine: 50 Great Companies That Attract, Nurture, and Retain African-AmericanProfessionals

2003 Awards Diversity Best Practices: Diversity Leadership Award


2002 Awards Black Collegian: Top 100 Employers for 2002


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

interview ::turn, will lead to business growth.

Additionally, by providing staff mem-

bers who are culturally competent and

able to adeptly manage the needs and

expectations of a diverse workforce, we

are able to meet and exceed the expecta-

tions of our clients and customers,

thereby further enhancing business

growth.

What qualities do you look

for when hiring managers?

How do you measure attitudes?

Sodexho has a competency-based

selection system for management and

professional positions. The competen-

cies include areas of project manage-

ment, employee development, commu-

nication, and diversity. We look for

managers who are able to lead diversity

teams today and into the future.

How does your organization

deal with and train for cross-

cultural competencies for its

leadership? What accountability

do you employ to meet

objectives? Is accountability

linked to compensation?

Diversity learning at Sodexho starts at

the top, with intensive, ongoing edu-

cation for our executive team. As the

chief diversity officer reports directly

to me, a portion of each executive team

meeting is dedicated to diversity to

review current progress and issues.

Additionally, all exempt employees are

required to complete a full day of Equal

Employment Opportunity (EEO) train-

ing and a full day of Spirit of Diversity

training. Employees must also recertify

in EEO using an innovative online

training program. Additionally, learning

labs on specific diversity topics such as

race, gender, sexual orientation, etc.,

further enhance cross-cultural compe-

tencies in our management.

These learning experiences and many

other actions that increase cultural com-

petence are tracked through Sodexho’s

Diversity Scorecard. This Scorecard is

used to calculate the portion of all

bonus-eligible managers’ incentive that

is linked to diversity and inclusion

results (25 percent of the executive team

and between 10 percent and 15 percent

for all other bonus-eligible managers).

Sodexho also has developed EEO and

diversity training for our front-line

hourly population to ensure that every-



“Sodexho also has

developed EEO and

diversity training for

our front-line hourly

population to ensure

that everyone in our

company is provided

with opportunities

that raise the overall

awareness level

and cultural

competence of our

entire organization.”



one in our company is provided with

opportunities that raise the overall aware-

ness level and cultural competence of the

entire organization.

Do you create and maintain

management continuity

rosters for promotable

individuals? How do you

ensure diversity candidates

are included?

Sodexho has a rigorous succession plan-

ning process that is completed annually

for all management positions. While the

formal review takes place once a year in

face-to-face meetings between the busi-

ness leaders, there is an ongoing process

to track the progress of high-potential

candidates and ensure they are provided

with experiences and opportunities to

advance their skill set. Managers and

employees are able to record their devel-

opmental activities and access resources

that may be used to further develop their

abilities. Sodexho also has linked the suc-

cession planning process with its Spirit of

Mentoring initiative to ensure that high-

potential staff members are provided with

a mentor. Throughout this process there

is a metric linked to the Diversity

Scorecard to ensure progress in increasing

diversity in the pipeline.

Can you give us an example

of a program getting off

track? What did you learn

from that experience?

With more than 110,000 employees

working at more than 6,000 locations

across the United States, it is very diffi-

cult to reach every individual. Sodexho

has learned the importance of clear, con-

sistent, and ongoing communications in

ensuring that programs stay on track.

This involves the use of a variety of

vehicles including our company’s

intranet, weekly eBulletin, voicemail

system, printed materials, and face-to-

face meetings between members of the

employee network groups, diversity

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.


interview ::councils, and general business meetings.

Annually, Sodexho reinforces and com-

municates its progress and objectives to

all exempt employees and clients via its

Annual Diversity and Inclusion Report.

The lessons from our diversity experi-

ence at Sodexho are that we cannot lose

momentum, and we must continually

provide diversity communications to

each of our more than 110,000 employees

if we are to stay the course.

Who chairs your

company’s diversity council?

How are decisions about

diversity made in your

organization? Which teams

are brought together?

The CEO chairs the Sodexho Diversity

Council and the chief diversity officer

reports directly to me. The Diversity

Leadership Council is led by the CEO

and the senior-most executives for strat-

egy, human resources, and diversity.

This group sets the diversity strategy

for our company, taking into account

feedback from the division diversity

councils, employee network groups,

human resources leadership team, and

the executive team.

What makes you confident

that you and your team have

the organization’s momen-

tum moving in the right

direction? What is the vision

for the company in five

years?

Sodexho’s diversity vision is: to ensure

that diversity and inclusion are an inher-

ent part of our culture and business

growth, unleashing energy and talent at

all levels of the organization and result-

ing in innovative solutions that con-

tribute to a spirit of team, service, and

progress. With diversity and inclusion as

a competitive advantage, Sodexho is an

employer of choice and the benchmark

for customers, clients, and communities,

domestically and globally.

It is clear that the teams across

Sodexho have embraced this vision and

are striving to meet it. This is manifest-

ed in a strong partnership between

diversity and human resources staffs to

ensure that diversity is imbedded in all

human resources’ processes. It also is

manifested in requests from our lines of

business to ensure that the products and

services we develop take a diversity of

perspectives into consideration.


“The Diversity

Leadership Council

is led by the CEO and

the senior-most

executives for strategy,

human resources,

and diversity. This

group sets the

diversity strategy

for our company.”



Sodexho’s Diversity VisionDiversity and inclusion is an inherent part of our culture and business growth.

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

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

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

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

domestically and globally.

Sodexho is striving to be the bench-

mark and leader in corporate America in

diversity and inclusion. This is an ambi-

tious goal but well within the grasp of

the organization, as it has put in place

a clear vision and strategy and the

resources to succeed. Achievement of

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 com-

pany 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


interview ::place to share the behaviors that

demonstrate a true commitment to

diversity and inclusion. Launched in

2004, the Champions of Diversity pro-

gram is a quarterly recognition program

designed to share the grass-roots efforts

of employees that enable Sodexho to

meet its strategic diversity objectives.

Annually, our Spirit of Diversity Awards

program recognizes individuals or teams

who have gone above and beyond in

increasing diversity and inclusion.

How are employees more

involved in the company

than they were two years ago?

Sodexho provides employees with

numerous opportunities to become

involved in diversity and inclusion ini-

tiatives. In the past three years, our com-

pany has trained more than 13,000

managers in Equal Employment

Opportunity and affirmative action, and

more than 10,000 in the Spirit of

Diversity program. Through employee

network groups and division diversity

councils, our company ensures that the

commitment to diversity is embedded

in the fabric of the organization.

Sodexho currently has five chartered

employee network groups that help to

drive its mission, core values, and diver-

sity strategy, particularly in the areas of

recruitment, retention, and develop-

ment of diverse talent. Network groups

accomplish this by providing mentoring

and professional and personal growth

opportunities for all employees through

education and other initiatives.

Additionally, the Champions of

Diversity program recognizes and shares

the grass-roots efforts of our managers

in demonstrating behaviors that exem-

plify our company’s commitment to

diversity and inclusion.

How are opinions from

employees solicited? Do you

have an employee “sugges-

tion box” or system that

encourages participation?

How is it monitored and who

responds to comments and

suggestions?

Sodexho employees have a variety of

vehicles to voice their valued opinions.

Annually, all senior leaders join together

for our company’s management confer-

ence that provides dedicated time for

Q&A with the executive team.


“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.”



Additionally, our company sponsors

eight to 10 open forums a year across

North America where all employees are

invited to participate and engage in dia-

log with the CEO. Questions raised dur-

ing the open forums are captured,

answered, and posted on our company

intranet for all employees to view. Prior

to each of these “town hall” meetings,

there are intimate focus groups that take

place with managers by geographic area,

where these key operational leaders are

able to voice their opinions freely on

company initiatives. Specific issues raised

are forwarded to the appropriate depart-

ments for action and response.

Annually, Sodexho conducts a com-

munications survey that gathers feedback

from managers not only on communica-

tions, but also on the commitment levels

of employees. Results are shared across

our company, and specific actions are

taken to address issues.

Finally, every three years, our company

conducts an Employee Engagement

Survey in which a census of the manage-

ment population and a random sample

of front-line employees participate.

Through this survey, our company identi-

fies the most critical issues to employee

engagement and develops specific action

plans to address them. Results and actions

are communicated across our company.

How do you deal with those

who perceive inclusion pro-

grams for underrepresented

groups as being exclusionary

for others?

Sodexho takes great care to ensure that all

its initiatives are inclusive of all employ-

ees, not just those historically underrepre-

sented in the mainstream. Through our

Spirit of Diversity training, our company

emphasizes the various dimensions of

diversity, focusing on what makes each

individual unique. All employees are

encouraged to participate in network

groups, diversity councils, mentoring

programs, etc.

Can you describe your

method for orienting new

hires into your culture?

All newly hired managers at Sodexho par-

ticipate in a three-day orientation called

Beginning Your Career. In addition to a

module on diversity, one full day of this

training is focused on Equal Employment

Opportunity. Network groups also play a

tremendous role in “on-boarding” new

employees and raising overall awareness

in our company through our informal

Peer2Peer mentoring program and special

events hosted in recognition of the

various federal heritage months.

Additionally, through the BRIDGE

mentoring initiative, our managers

mentor new managers to help them with

on-boarding.

Can you name specific ways

Sodexho supports upward

development toward

management positions?

Mentoring, a key component of

Sodexho’s overall employee development

strategy, supports and prepares staff for

the next level of management. Mentoring

strengthens organizational relationships

cross-divisionally and cross-functionally,

aligns people and processes, enables peo-

ple to achieve their full potential, and

enhances diversity in leadership. Sodexho

currently has three Spirit of Mentoring

programs: Impact, Peer2Peer, and Bridge.

Spirit of Mentoring–Impact, Sodexho’s

formal mentoring program, is a two-way

learning process. Persons being mentored

contribute to mutual learning by sharing


interview ::their current realities and front-line

business perspectives, and mentors

contribute by sharing broader business

perspectives and personal lessons

learned.

Spirit of Mentoring–Peer2Peer is man-

aged by Sodexho’s network groups and

serves as one of our company’s informal

mentoring initiatives. It is open to audi-

ences defined by each network group.

Spirit of Mentoring–Bridge is man-

aged by Sodexho’s operational divisions.

This informal program is designed to

provide professional development,

increase the depth and diversity of man-

agement bench strength, improve reten-

tion, and provide more effective “on-

boarding” of new managers.

For its front-line hourly population,

Sodexho offers both ESL and action

learning programs designed to help

employees earn college degrees. In several

of its operating divisions, Sodexho has

launched specific hourly-to-manage-

ment curriculums that prepare front-

line supervisors to step into entry-level

management roles.

How does the company

include women and minority

employees in the

organization? What programs

are in place or on the drawing

board to advance women

and minorities?

In addition to a robust affirmative

action program designed to bring

women and minorities to the table,

Sodexho’s performance management,

succession planning, and mentoring ini-

tiatives are designed to identify high-

potential talent, including women and

minorities, for further development.

Employee networks also play an impor-

tant role in providing a support structure

for women and minorities and raising

overall awareness within the organization

of their unique circumstances.

SUPPLIER / COMMUNITY /

CUSTOMERS

How does Sodexho foster

diversity and inclusion

initiatives among its suppliers?

What effect have those

efforts had on Sodexho?


“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.

Questions raised

during the open forums

are captured, answered,

and posted on the

company intranet for

all employees to view.”



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

25 Companies for Supplier Diversity. In

addition, Sodexho has established an

assertive supplier diversity program that

accomplished the following in 2005:

• Used more than 2,000 national and

regional diverse suppliers in the local

communities it serves.

• 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 devel-

opment of their diversity programs.

• Awarded the Sodexho Diverse Vendor

of the Year Award 2005 to Asbury

Towel, a New Jersey-based African-

American manufacturer of food service

disposable wiping cloths.

Have Sodexho’s strategic

partnerships advanced

diversity and inclusion?

What has this achieved?

Sodexho partners with select regional and

national businesses for mutual business

development opportunity. Sodexho

currently has 10 strategic partnerships

serving 22 contracts. Through these part-

nerships Sodexho is able to better serve its

clients while opening doors for new busi-

ness opportunities.

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

PDJPDJ


Always leading, never complacent

An interview with

Rohini Anand—

Chief Diversity

Officer of Sodexho

North America.

Where does your personal

belief in diversity and inclu-

sion originate? Who were

your role models? Was there

a pivotal experience that

helped shape your view?

I grew up in Bombay, India, a city of

more than 18 million people, more than

the combined populations of the four

most densely populated cities in the

United States: New York, Los Angeles,

Chicago, and Houston. I grew up sur-

rounded by others who looked like me;

people with the same color skin but with

many variations in education, in socio-

economic class, and religion. I never per-

ceived myself as a minority as I was sur-

rounded by others who looked like me.

Technically, I belonged to the majority

religion and had the benefit of all the

privileges that come from being part of a

majority, including not having to think

about one’s identity.

I came to North America to go to grad-

uate school when I was 19. The transition

and the associated experiences shaped

who I am today in many ways, including

what I do, not just professionally, but as a

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Dr. Anand is Senior Vice President and Chief Diversity Officer at Sodexho. In her currentrole 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 herprior role as Vice President, Diversity with Sodexho, she was responsible for Sodexho’sAffirmative Action and Diversity initiatives. Dr. Anand is a frequent presenter at nationaland 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.


core part of my life.

It was the first time

that I was perceived as a

minority and learned to

identify myself as such. It was the

first time that I was perceived as an

Asian and learned to identify myself as

such. Up until that point, I had no sense

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

Indian.

My experiences as a minority and as

an Asian American shape what I am

doing today to level the playing field

and allow every individual to reach his

or her full potential.

How did you get to your

present position? What was

your career path?

I did my Ph.D. in sociology at the

University of Michigan and focused on

identity formation. While I enjoyed

research, I wanted to do something

more applied and have immediate

impact on the lives of individuals and

organizations. While diversity and

inclusion were always part of my work

and life, I initially pursued diversity

work as a

consultant

and then decided

four years ago to join

an organization, Sodexho, where I

had an opportunity to have an impact

on 324,000 lives. I joined because I

sensed a tremendous commitment to

diversity and inclusion among senior lead-

ership. And I have not looked back.

Did you seek out Sodexho

because of its reputation

for diversity and inclusion?

I wanted to have an impact in a large,

diverse system. Sodexho afforded me the

opportunity to work in a very large,

complex, and diverse organization.

The clincher was the commitment

of our CEO.

Who are your mentors?

How did they help in your

professional and personal

life? Are you mentoring

anyone today?

I mentor several individuals both in and

outside Sodexho who want to build a

“quote relating to Rohin ?.”


interview ::

“My experiences as a

minority and as an

Asian American shape

what I am doing

today to level the

playing field and

allow every individual

to reach his or her full

potential.”



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 daywe become silent about things that matter.” Mahatma Gandhi, “We mustbe the change we want to see in the world,” and “Live life as though therewere 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 twolovely 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 funperson 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

Personal ProfileAbout the CDO—Rohini Anand



interview ::

“Sodexho provides the opportunity

for me to be among peers and

colleagues who are strong

advocates of diversity and

proponents of mentoring.

Together, we are committed to

developing our employees,

helping them to grow in their

careers, and paving the way for

future leaders.”

James Taylor

Vice President

Office of the President

Sodexho

career in diversity. While I am sure that

I give something to the people I mentor,

I believe that I also learn from them.

I have been fortunate to have a men-

tor from whom I have learned an

amazing amount, and who is a role

model and source of inspiration.

If you were in a roomful of

colleagues, what might they

say about you, your style, or

your business sense?

They would probably tease me about my

drive for results and about constantly rais-

ing the bar for my team. However, they

would also (hopefully!) acknowledge that

my drive stems from a genuine passion for

what I do and that I hold myself to the

same standards of excellence to which I

hold them.

What business books or

Journals do you read

regularly or recommend

for aspiring leaders?

Harvard Business Review, The Economist,

Blue Ocean Strategy.

How would you describe

your concept and style of

leadership? Have you any

“mottos” to rally your team

regarding diversity and

inclusion?

“We must be the change we want to see

in the world,” according to Mahatma



Gandhi. Diversity is not just the

business of the office of diversity, but the

business of every Sodexho employee.

Each one must think, act, and behave

like a chief diversity officer.

Were there any experiences

that discouraged you or

taught you hard lessons

about diversity and inclusion

implementation?

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.

What has been your proudest

moment as leader in this

company?

When women and men of color, who

once thought of leaving Sodexho, have

said to me that they feel so proud about

being a person of color in our company

today and that the diversity and inclusion

efforts have kept them at our company.

“I joined Sodexho

because I sensed

a tremendous

commitment to diversity

and inclusion among

senior leadership.

And I have not looked

back.”

Sodexho’s executive team

PDJPDJ


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.

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 outreachand 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’sminds and making it a business imperative. He celebrates all of the federal heritage months with his teamand 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.

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

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Brenda Fuller has led the LawDepartment Diversity and CommunityOutreach Committee since its formation in2003 and has embarked upon an active agenda,focused primarily on community outreach initia-tives designed to enrich the lives and experiences ofindividuals, families and schools in the neighboring communities ofSodexho headquarters. In January, Brenda spearheaded the third annualSodexho Law Department Job Shadowing program for DC-area lawschools that partner with Sodexho contractually. This program allows forprimarily minority law students to spend a day working with Sodexho in-house attorneys or outside counsel that have agreed to participate in theprogram 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 programwhich resulted in a bountiful holiday for a number of local underprivileged minority families that she locatedthrough the Legal Aid Society. Each year in the fall, Brenda oversees an employee donation program tocollect school supplies for children in need who attend schools near the Sodexho headquarters inGaithersburg, 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 cross-divisional team of more than 60employees and managers whoworked tirelessly to raise nearly$30,000 in funds for tsunami relief inFebruary 2005. One single eventpulled this diverse group of individualstogether 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 thoughtprocess 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 chefcompetition 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 madetheir 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.

David Cash Mike Gillespie Vijay SharmaMark Nakamoto


PDJPDJ

John Jordan is the resident district manager at the Marine Corps Recruit

Depot in San Diego.Throughout the past fiscal

year, he launched and supporteda variety of programs to boost

employee morale, enhance the team environ-ment, and provide developmental opportunitiesfor 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 helpraise awareness of the multitude of cultures represented on the team, John placed a world map inthe 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 histeam have implemented the practical advice learned in Sodexho’s Equal Employment Opportunity,affirmative action, and Spirit of Diversity training programs, resulting in improved employee satisfac-tion, development opportunities, and employee retention.

Cristina Cabanilla, an Ecuadorian native, came to the UnitedStates to help her family's business without knowing the Englishlanguage. Upon her arrival, she had the drive and determinationto learn the language on her own. This same level of determina-tion has allowed Cristina to fast track; since joining Sodexho fouryears ago as an hourly Sous Chef, she has been promoted fourtimes to her current role as General Manager at BelmontUniversity.

Cristina is a true humanitarian who is at ease in buildingsolid relationships with her team, clients and customers and

within the community. Cristina serves on the board of Hispanic Achievers which, in partnership withthe YMCA, helps under-privileged Hispanic children. In addition, she hosts a luncheon every Saturdayfor parents who are exploring opportunities to pursue college education and/or who are participatingin 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 shemeets with two Chinese students weekly to learn Chinese. Recognizing the importance of creatingSSL (Spanish as a Second Language) options for Sodexho managers, Cristina identified Rosetta Stoneonline 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 andunderstands the importance of diversity.” We thank Cristina for her initiative and for being a“Champion of Diversity.”

John Jordan (third from left) celebrating diversitywith his team.

Cristina Cabanilla (center)General Manager, BelmontUniversity, Tennessee.

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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

Without differences, there are no unique perspectives.

Without unique perspectives, there is no innovation.

300-50115_div_As2_PD.indd 1 2/27/06 2:32:37 PM


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 diversitydrives business results. What part diddiversity and inclusion play in your company’s 2005 growth and earnings?

Our excellent corporate performance is clearly the resultof a highly skilled, diverse workforce that is fully engagedin achieving business results. We’re consistently focusedon creating a culture of sustainable excellence throughinclusion. We believe that, in this type of work environ-ment, business strategies are executed with precisionthrough competent leadership, technically skilled teams,and engaged individuals who feel valued and respectedfor their ideas, experience, and background. It is an envi-ronment where results are driven by the overall culture.

How does your company create andencourage a diverse and inclusive workatmosphere?

Our company culture is the result of a set of core valuescalled SouthernStyle that consists of unquestionabletrust, superior performance, and total commitment,defined as follows:

• Unquestionable trust: Honesty, respect, fairness, andintegrity drive our behavior. We keep our promises,and ethical behavior is our standard.

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

are safety first, teamwork, diversity, and continuousimprovement through strong leadership.

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

In creating and encouraging ownership of these corevalues, we have leadership training for our managementteam on how to encourage employees to embrace the tenets of SouthernStyle. This helps us to furtheraccomplish our goals of a diverse and inclusive workenvironment.

Headquarters: Atlanta, Georgia

Website: www.southerncompany.com

Primary business: Energy

Industry ranking: Fortune 500 company

2005 revenues: $13.6 billion

“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.”


Interview David M. Ratcliffe Southern Company

LEADERSHIPWhat are some examples ofleadership commitment?

In 2005, Southern Company named achief diversity officer, MarshaJohnson, to further drive the company’sefforts in the area of diversity. Marshareports directly to me.

In January 2006, Marsha’s respon-sibilities were expanded to includeleading the company’s talent acquisi-tion, talent management, and work-force planning functions, in additionto diversity. We continuously seek toattract and retain a diverse employeedemographic that reflects the demo-graphic of our customer base, with anongoing focus on current employees.

Across our system, we have diversitycoordinators who monitor, track, andprovide data about our progress in thearea of diversity to our leadershipteam. Their role is to help assess theculture of our company to determineareas for improvement and createaction plans to achieve our inclusiongoals.

The approach is simple—a com-prehensive effort, led by me, with thesenior executives of the company tak-ing ownership and leading the effortin their respective areas. There also areaccountabilities around diversity andinclusion for all levels of leadershipand for each individual employee.Our corporate goals have a diversityand inclusion component.

What is expected of allemployees in meetingdiversity objectives? Howare they held accountable?

It is expected that all of our employeestake personal responsibility forembracing and understanding themeaning of diversity as part ofSouthernStyle. Every employee is

responsible for helping to create aninclusive work place, one where all ofus can grow and achieve to our fullpotential. As part of annual perform-ance reviews, all employees are meas-ured against Southern Style tenets,which include diversity.

Employees also are encouraged toshare their feedback on our successesand our gaps through an annual survey that touches on numerousaspects of our work environment. The survey gives our leadership anopportunity to respond to work environment concerns for which weare all accountable.

Do you create and maintainmanagement continuityrosters for promotable individuals? How do youensure that diversity candidates are included?

We have a strong succession planningand leadership development processled by our talented managementorganization and our chief diversityofficer. This demonstrates a movefrom compliance to commitment.

EMPLOYEE INCLUSIVENESSSometimes diversity isreferred to as a “numbersgame.” How does yourcompany know its cultureis not just tied up in numbers? How do thehuman stories circulate in-house and celebrate success?

Metrics play a critical role in evaluat-ing our progress toward creating amore inclusive culture. We celebratethe success of all employee stories andcompany-related goals via employeenewsletters, Webcasts, and our


Interview David M. Ratcliffe Southern Company

intranet sites. Leadership at every levelalso is encouraged to share best practicesand success stories during employeemeetings.

Employee resource groups also help ustell employee stories and play a part incritical business initiatives, such asattracting and retaining talent and facili-tating communication between employeesand leadership.

How are opinions fromemployees solicited? Do you have an employee“suggestion box” or systemthat encourages participation?How is it monitored and whoresponds to comments andsuggestions?

The primary vehicles in our culture ofinclusion are the daily engagement, com-munication, and feedback that occurbetween employees. Employee feedback,encouraged via various internal surveysand the annual work environment survey,is shared with each operating company’sleadership council. In response to feed-back, action plans are developed toaddress issues and concerns. These sur-veys are a part of the diversity and inclu-sion goals that are linked to pay for allemployees.

How do you deal with thosewho perceive inclusion pro-grams for underrepresentedgroups as being exclusionaryfor others?

Culture change is a slow and sometimespainful process. As we progress throughthis process, we have learned it is essentialto have everyone feel they have a stake inour success. We are making progress, butthere still is work to be done.

What is your method for orienting new hires into yourculture? How do you enrichemployees’ awareness orintroduce new issues? Howdoes your company supportupward development towardmanagement positions?

We have an “on-boarding” process thatincludes diversity orientation and anoverview of SouthernStyle core values forall new hires. This is just as important asunderstanding the technical side of thebusiness through Southern Company’sonline Student of the Business class.

We have a vibrant leadership develop-ment program that we continue to refine.The company also offers both formal andinformal mentoring opportunities foremployees that pair them with moretenured employees to help them developprofessionally. We have senior officerswho function as leadership developmentcounsels, focusing on high-potentialemployees within the organization,which certainly includes minorities andwomen.

Additional diversity initiatives:

• Southern Company strengthened itsWorkplace Ethics Program, whichensures company policies, require-ments, and guidelines are applied to allemployees in a fair, impartial, reason-able, and nondiscriminatory manner.

• We initiated a two-day, mandatoryValuing Differences training for allnew and current employees.

• We initiated Managing Differently andLeading Diverse Workteams, mandatorytraining programs for managers thatfocus on managing the individual, thesituation, and the subculture of thework group.

• We created Employee Resource Groupswithin the Southern Company systemto help employees voice issues, presentsolutions, and participate in activitiesthat help the company better serve ourdiverse customer base.

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

Supplier diversity goals are measuredquarterly for all of our operating compa-nies, and performance is tied to compen-sation. Our goal is to nurture relation-ships with diverse suppliers, includingwomen- and minority-owned businesses,to broaden access to products and serviceswhile demonstrating commitment toeconomic inclusion. Our suppliers repre-sent the same demographics as our customers. Each operating company hassupplier diversity goals that are based onpercentage of spend.

Supplier diversity facts:

• We continue to increase our procure-ment spend with minority and womensuppliers. For instance, in 2005, wespent $385 million, compared to $217million in 2004.

• We put in place a supply chain execu-tive steering committee that overseeshow we do business with suppliers.

• We formed a Southern Company supplier diversity team with representa-tion from each operating company.Our supplier diversity team works toensure that we’re legally compliantwith federal and state requirements andhave a common approach to sharingand growing suppliers between operat-ing companies.

• We currently do business with approx-imately 1,500 minority suppliers.

• We established a mentoring programto help new and existing suppliersoperate within the Southern Companyfamily.


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 diversityand inclusion originate? From my faith as a Christian

Who is your role model? Jesus Christ

Was there a pivotal experience that helpedshape your view? Many training and personalexperiences

Who has shaped your thinking as a business leader? Jack Welch of General Electric

What business skill or style of that leaderinfluenced 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 havehigh expectations; I’m a good listener; and I pushfor results. That I’m still learning the business.

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 PDJPDJ


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 wereyour 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 ofcolor and, from these experiences, the understanding of how diversity adds value to our lives. I have encoun-tered many people who do not look like me, yet these encounters have added value to my life journey inextraordinary ways.

How did you get to your present position? What was your career path? How didyou come to foundMFHA? My career path has been linear in that my entirecareer 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 Ipursue a career in culinary arts. This led me to Johnson & Wales University(Providence, R.I.) and started me down a path toward hospitality excellence andcultural exploration.

My real introduction to diversity and inclusion came from my early years withGeneral Mills in Minneapolis. It was there that I met Leslie Mays and Dr. RonBrown, both diversity pioneers and great teachers. They taught me everythingthey knew, and I tried to absorb all their wisdom so that I could apply it to thefoodservice 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.


Who are your mentors? How did their business skill or style influence you? How did they help you in your professional and personallife? Are you mentoring anyone today?My early influences came from family,teachers, and employers. My mothertaught me about the satisfaction of hardwork and how to get a job done right.She taught me that shortcuts have consequences that are often detrimentalto future opportunities.

A college teacher taught me the con-cept of POA: Plan. Organize. Act. I havenever been able to master POA to thedegree that he did, but it did teach me theconcept of strategy. I use that conceptdaily as we help companies and think

through their diversityobjectives.

Ernie Royal, famedrestaurateur, taught me theimportance of keepingthings simple. He alsodemonstrated how to run abusiness from an entrepre-neur’s point of view. Thatentrepreneurial spirit is stillwith me today and hasserved me well.

What business books or journals do you read regularly or recommend for aspiring leaders?Black Enterprise, Nation’s RestaurantNews, Profiles in Diversity Journal,Hispanic Business, IndUS Business Journal,Blink by Malcolm Gladwell, Good to

Great by Jim Collins, The World is Flat byTom Freidman, Fierce Conversation bySusan Scott.

How would you describe your concept and style ofleadership?My approach to leadership is straightfor-ward, wide open, and inclusive. I try tolead by example and to not be afraid tomake mistakes. No risk means no reward.Taking action is better than not takingaction.

What are your specificresponsibilities for advancingdiversity and inclusion in yourorganization? What are thestrategies you employ tomove inclusion forward?I set the strategy for the organization. It isour responsibility to help the industryshape the discussion and guide the agen-da for the industry. I speak on behalf ofMFHA and often on behalf of othercompanies about the value and impor-tance of diversity and inclusion for ourfuture growth.

“A college teacher taught me

the concept of POA:

Plan. Organize. Act.”

Gerry Fernandez speaking at MFHA’s 2004 Annual Conference.

Interview Gerald A. Fernandez MFHA


Have you any “mottos” torally your team regardingdiversity and inclusion?Every person, perspective, and experiencecan add value. Our challenge is to learnhow to leverage them to the benefit of theenterprise.

Were there any experiencesthat discouraged you ortaught you hard lessonsabout diversity and inclusionimplementation?A difficult lesson for me to learn was thatnot everyone who works in diversity andinclusion is fully committed to the cause.Some people are only in it for the moneyor because they have the opportunity togain visibility for their company or themselves.

Another important lesson I learned isthat competition around diversity knowl-edge is real and growing. This is unfortu-nate because it impedes the growth ofdiversity and inclusion initiatives and, insome cases, it limits the growth of MBEs.

How have you modeled yourcompany’s diversity andinclusion initiatives in yourown team selection, manage-ment, or development?We have continually tried to practicewhat we preach by hiring diverse employeesand consultants. We practice proactiveinclusion whenever we look for serviceproviders or contractors. We have regularexploratory lunches and meetings indiverse parts of the city. We attend diversityevents regularly as part of individualdevelopment plans.

How are you measured interms of performance? Is yourcompensation related todiversity performance?I am evaluated on performance againstthe business plan. The business plan hasdiversity components, and my incentivesare based upon our organizational outcomes.

What has been your proudestmoment as the leader of thiscompany?My proudest moment was when webrought minority leaders together fromacross all segments of the hospitalityindustry to attend the first-ever diverseleadership reception in May 1997. Thatwas a very rewarding experience. Theenergy and excitement in the room was

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.



electrifying. People knew that somethingvery special was taking place and that wewere all part of making history. Seeingthe smiles and the pride exhibited on thefaces of those who attended this historicevent is something that will stay with meforever.

Are there particular areas oremployee sectors you feelstill need improvement?Yes. In the food and hospitality industry,supplier diversity is the area in which weneed the most improvement. Many com-panies in our industry have not evendefined why supplier diversity is impor-tant. This attitude about supplier diversi-ty has to change if we want communitiesof color to take our industry seriously.For an increasing number of communityand civil rights organizations, the exis-tence of a quality supplier diversity pro-gram is viewed as a litmus test for a com-pany’s commitment to diversity. Minority

groups understand that an effort to movetoward supplier diversity will translateinto growth for minority-owned businesses.

Do you have any words ofadvice for diversity practitionerswho want to rise in theirorganizations? What do yousay to people you mentor?Learn as much as you can about diversityfrom all perspectives. Know your ownblind spots, biases, prejudices, and weak-nesses when it comes to culture and dif-ference. Be honest with yourself and others about what you know and don’tknow. Read everything you can put yourhands on about diversity, inclusion, andcultural differences. The learning neverstops, and the changes keep coming.Embrace change, but don’t be afraid tochallenge new concepts.

Know the business of the company that

employs you. Whether you are anemployee working in the diversity depart-ment or a consultant who has been hiredto help with a diversity initiative, youhave to know the business. Know its val-ues, know how the company makesmoney, know its core competencies andbusiness model. Then, and only then, canyou effectively apply diversity and inclu-sion concepts to the enterprise.

“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.”

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



Networking events

at MFHA’s 2004 Annual

Conference in

Washington, D.C.



Company: Multicultural Foodservice &

Hospitality Alliance (MFHA)

Headquarters: Providence, Rhode Island

Website: www.mfha.net

Title: 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.

PDJPDJ

Personal Profile Gerald A. Fernandez MFHA

What does it take to be namedFORTUNE® magazine’s MostAdmired Health Care Company six years running?

People like you.

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

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.

What is a network?A network is a group of people from a par-ticular constituency (e.g., women, AfricanAmerican, gay/lesbian, Gen X, etc.) withina company or firm, formed to act as aresource for both members and the organ-ization. Networks often begin as informalgatherings of like people and develop into formalized networking groups. Organizations may support networks inmany ways—through administrative andbudgetary support, permission to meet onorganization time and premises, techno-logical services (establishing an intranet orlist serve), and, perhaps most importantly,leadership commitment. Within an organ-ization, a network can play various roles:• Forum for building key relationships

and sharing career development information

• Advising body to management onissues relating to the constituent group

• Platform for leadership and visibilityopportunities for members

• Resource for business development

• Partner in recruiting and retaining valuable employees.

Who benefits from networks?Of course, by definition, employee net-works provide the opportunity to buildrelationships and to network. Networksoften provide a way to connect employeeswho may be in small numbers in differentparts of the company. Other benefits fornetwork members include:• Finding/becoming mentors—making

informal connections and building relationships

• Identifying leaders and role models formore junior group members in theorganization

• A reduced sense of isolation—often astrong benefit for people of color inorganizations

• Learning about opportunities andstrategies for advancement

• Attendance at events or other programsdesigned to expand knowledge and skills

• Increasing the number of contacts inpersonal networks through meeting andsharing information.

Network leaders get opportunities todevelop their leadership skills and gain vis-ibility with senior leaders by working withexecutive sponsors and diversity councils.They are also able to make connectionsthat would be out of the context of theirregular work.

Networks also benefit organizations inmany ways. They can be critical to chang-ing the culture for the better and creatingan environment that supports diversity ofbackground, thought, and perspective.They provide a forum for constructivefeedback and help to improve the lines of communication. Networks often helpemployees build skills that help them bet-ter deliver in their jobs and more effective-ly manage their careers. Networks alsohelp organizations to develop and keepclients. They provide a means for employ-ees to forge relationships with communityorganizations and to favorably impact theperception of the employer. Finally, per-haps the greatest impact of employee net-works is helping to identify and to retaintalent. Networks help employees succeedand feel like they belong, thus convincingthem to stay with an organization.

What makes networks successful?Through our work with networks,Catalyst knows what works and why. Here

are some success factors to keep in mind asyou begin, maintain, or rejuvenate anemployee network.

Clearly Articulated Business Case The business case answers the question:Why have a network? A business case isformed by distilling the following types ofinformation:• the demographics of the employee

group at key levels within the organization

• the demographics of the client baseincluding market trends and purchasing power

• feedback on the internal environmentthrough avenues such as focus groupdata or survey data

• benchmarking information againstcompeting and/or best-in-class organizations.

It is important for the network to articu-late how both members and the organiza-tion will benefit. Often the business caseis developed in collaboration with HR andline leaders so that the network is alignedwith business needs and its value is clearlycommunicated and understood.

A Well-Defined Mission that MeetsMember NeedsThe most important success factors fornetworks are understanding and meetingmember needs. In collecting informationabout potential member issues and inter-ests, the goal is to narrow the broad arrayof possibilities and hone in on where yournetwork group wants to focus and haveimpact. Network leaders must understandthe scope and be very clear about what thenetwork is and is not.

The Evolution of Network InitiativesEmployee networks are an increasingly popular—and effective—vehicle for supporting greaterdiversity efforts in organizations and for developing a broader talent pool. By Catalyst



Diversity in LeadershipIt is important that the network leadershipteam is reflective of—or maps to—the tar-geted membership. For example, if the net-work is targeting women at multiple levels,the network leader team should havewomen at several key levels represented.Sometimes employee networks struggle toobtain the participation of particularemployee groups. Ensuring that the keytargeted groups have representation on thenetwork leadership team can help to miti-gate this challenge.

Well-Managed Communications Communication is critical to a network’ssuccess as well as its survival. Network leadersmust share their vision and help activemembers and the organization at largeunderstand why their work is important.They must celebrate the hard work of net-work leaders, champions, and members, aswell as the accomplishments of the net-work. Communications about eventsshould clearly state the event’s purpose, thetarget audience, and the intended benefits.

Senior Executive Support Like most organizational initiatives, net-works are most successful when they havesupport from the top. Executive sponsorscan support networks by sending out net-work event invitations through their email,participating in events including speakingon panels, giving guidance on the net-work’s plans and goals, providing fundingfor network activities, and giving updatesabout the network’s activities at leadershipmeetings.

Periodic EvaluationIt is important to periodically revisit whatis or is not working. It is also important tofollow up with network members to makesure you understand their changing needsand concerns, as well as to learn from theirideas and suggestions. Catalyst advises con-ducting an annual or bi-annual survey tokeep network leaders in touch with mem-ber priorities and needs.

How can I launch a network at mycompany?Developing a new network at your companymay seem like a daunting task. But if youcreate a plan of action, with specific tasks,expectations, and timelines, the processwill be more manageable. The followingoutline provides a helpful overview of theplanning and implementation processes.

Month OneGauge interest and set direction.• Identify the core group of network leaders.

• Explore interest among potential network members in the company.

• Finalize the draft of your mission statement.

• Approach senior management and involve themas appropriate at this point or in the next monthor two.

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

Month TwoIdentify goals for the network; developleadership 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 efficientlyuses the time and resources of the membership.

• Design internal communication systems to gaininput from membership on group goals and activities.

• Design strategies to develop support. Talk to keyindividuals to develop support.

Month ThreeKick 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 respondsto members’ interests and needs.

• Evaluate the impact.

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

Ongoing (short-term)Manage the network for maximum benefit to company and members.• Create network processes that run smoothly

(such as membership meetings and leadershipsuccession).

• Continue to align activities with other initiatives.

• Share lessons learned and best practices withother offices/regions.

• Develop strategies to build membership and

encourage members to take on leadership roles.

• Incorporate needs of members into networkgoals and activities.

• Institute activities to acknowledge members andcelebrate network successes.

• Design orientation approach for new members.

• Create approach to evaluate overall networkimpact and member satisfaction.

Ongoing (long-term)Address ongoing challenges.• Identify major challenges/shifts, internal or

external, facing the network.

• Conduct an analysis of the situation to determinethe primary causes.

• Involve the membership in evaluating andresponding to the situation.

• Design and implement an appropriate responsethat integrates the network’s ability to changebased on members’ goals and interest.

• Keep a clear and readily accessible record of net-work activities.

• Stay connected with partners within the company.

Networks are another tool—a highlyeffective, fresh, and innovative tool—forimproving the bottom line while bringingemployees together to help each other andthe organization get ahead. Keep in mindhow significant success will be for you,your colleagues, and your company, andthat each step is relatively simple.Regardless of how much time you haveavailable, you can be successful if youchoose goals and activities tailored to yourneeds and environment—and find enoughlike-minded people to help.

Catalyst is the leading research and advisoryorganization working with businesses and theprofessions to build inclusive environmentsand expand opportunities for women atwork. For more information or to purchaseCatalyst materials focused on employee net-works, visit our www.catalyst.org. You mayalso sign up to receive our issue-specificnewsletter, Perspective, and our monthlyemail updates at [email protected].

PDJPDJ


Best Buy’s Women’s LeadershipForum (woLf)The Women’s Leadership Forum(woLf) is about Best Buy beingable to better appeal to femaleshoppers through the productsthey carry, services they offer, talent they recruit ... and leaders they develop. The program is designed to aid recruitment andretention efforts and to solve business challenges byhaving teams of women and men at all levels of theorganization work together. In October 2005, 1,200individuals from Best Buys across the nation filledthe State Theater in Minneapolis to learn how theycould become part of woLf.

Only one year into the program, more than 700 individuals have asked to participate in thewoLf program, and more than 200 are members of woLf packs. In addition, hundreds of other employees plan to participate in communitygive backs, participate asNetwork woLves, or partici-pate in annual woLf events.

“What it’s about is paying it forward,” says BrianDunn, chief operating officer. “Paying it to thosearound you and, together, making a huge difference.”This year Best Buy plans to launch 21 new woLf packs.

Sodexho’s Annual Diversity &Inclusion Report In November 2004, Sodexhointroduced its Annual Diversity& Inclusion Report to raiseawareness, expand grassrootsefforts, and encourage dialogue about diversity.Sodexho’s diversity office recognizes the importanceof building diversity awareness throughout the com-pany, and the report carries out that strategy. By telling employees about the progress and impacteach group is making within the organization, thereport 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 andexpansion of grassroots efforts of thousands ofemployees who are committed to creating an inclusive workplace. The report has helped Sodexhoexpand new business opportunities, retain its existingclients, andopen thedoor to newproductofferingsthat addvalue for itsclients.

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


Ford Motor Company’s Principalfor a Day ProgramThe goal of Ford’s Principal for aDay program is to establisha relationship between theDetroit Public Schools andcorporate and communityleaders. For its pilot program,Ford chose five area schools forwhat it hopes will be a long and rewarding relationship.

Marcos De Olivera, executive director of mediumand 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 thirdschool, Jim Bright, executive director in the chief of staff ’s office and Ford volunteer corps, presented ajournalism program to a group of middle school students. Rosalind Cox, director of diversity andworklife at Ford Motor, said, “The program wasdesigned to broaden the executives’ understanding of the accomplishments of and challenges faced bythe students, teachers, and principals in Detroit. Italso reinforces the concept that the entire communityhas a stake in the current and future success ofDetroit’s schools.”

The Home Depot’s Relationshipwith the Hispanic Associationon Corporate ResponsibilityIn 2004, The Home Depot joinedthe Hispanic Association onCorporate Responsibility(HACR). The company hostedthe Hispanic Summit and joinedHACR’s coalition members to brainstorm ideas incommunity affairs, hiring, merchandising, and mar-keting. The first major initiative began in 2005 withthe announcement of unprecedented hiring partner-ships between The Home Depot and four stakehold-er groups within the Hispanic community: the

Hispanic Association of Colleges and Universities(HACU); The ASPIRA Association; the NationalCouncil of La Raza; and SER—Jobs for ProgressNational, Inc. These hiring partnerships have createda pipeline of eager talent for the company and careeropportunities for individuals from the Hispanic com-munity. Says Gloria Johnson Goins, vice president ofdiversity and inclusion at The Home Depot, “Thesepartnerships helped further The Home Depot’s com-mitment to create a high-performing, diverse work-force that meets the growing needs of its customersand the communities it serves.” In addition, theHispanic Summit resulted in a new line of products,do-it-yourself workshops in Spanish, and bilingualin-store signage—important steps to make TheHome Depot the Hispanic Community’s retailer ofchoice.


American Airlines Finds SuccessUsing ERGs to Reach BusinessObjectives About 2,100 employeesare involved inAmerican Airline’s 14 Employee ResourceGroups (ERGs) which were formed in 1993. Until afew years ago, the primary focus had been on socialand community service activities. In 2003 the company invited the ERGs to participate in businessplanning, believing that their backgrounds and experiences could help solidify existing business andreach untapped potential. By involving the ERGs inbusiness planning, American Airlines has capturednew customers, gained new flight routes, and savedmillions of dollars. In addition, many ERG membersgained the opportunity to work in areas of the business outside their normal scope. Others havebeen tapped for board positions in the community;all have developed leadership and analytical experi-ence. ERG members participated in letter writingcampaigns to support the airline’s petition for a route to China, which was awarded in 2005. Thegroup also provided guidance in food and culturalissues within Chinese business communities, saving American Airlines thousands of dollars in consulting fees.

HCA’s Multicultural SymposiumWhen HCA felt the need toeducate its leaders about communities near its facilities,the company brought togetherexternal expertise and internal resources. In April2004, HCA kicked off its Multicultural Symposium,a one-and-a-half day program designed to educate asmany facility leaders as possible about the many cultures in East Florida. The company also wanted to integrate its strategic business goals with the needsof nearby multicultural communities and patients.The company used local speakers to present specificmarket data on the multicultural communities itserves. Each facility was analyzed by identifying thepredominant ethnic groups, and examining the databy ethnicity, gender, and other patient-physicianinformation.

The program helped HCA employees to becomemore educated about the multicultural patient, tohear and understand the vision and plan of the diversity message, and to identify activities that wouldbest serve various communities.

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


Lehman Brothers’ PartnershipSolutions Group: InstitutionalClient Relationship Managementfor Women- and Minority-ownedFirms Established in May 2004, Lehman Brothers’Partnership SolutionsGroup (PSG) focuses on developing business opportunities with minority- and women-owned financial services firms while creating and increasingwealth in diverse communities. The PSG creates long-lasting relationships within this potentially lucrativeand growing market. The PSG serves as facilitator,business partner, distribution channel, and a source of referrals, ultimately helping the company broadenits client base and increase revenue. As a result, new relationships have been developed with 15 broker dealers, three commercial banks, and 15 private equityfirms. In November 2004, Lehman Brothers acted asco-manager on the issuance of $750 million worth ofseven-year, fixed-rate notes for a large, diversified con-glomerate. The transaction was the largest minority-ledtaxable deal in history. Lehman Brothers was the onlynon-minority-led firm on the deal, with two minority-owned securities firms acting as lead managers andbookrunners.

Entergy’s FossilDiversity CouncilEntergy’s Fossil Diversity Councilcoordinates diversity and inclusionprograms via an inter-company Web

page. The Web page supports the activities containedin Entergy’s Diversity and Inclusion Scorecard. TheFossil Diversity Councilutilizes the Web pageto support managementand union personnel at 29power generation facilities,giving access to the site to over14,000 employees. The page allows the council chairto share diversity events, post performance metrics,store meeting minutes and newsletters, and support thediversity video/DVD electronic checkout programfrom one location.

Since its conception, Entergy’s Fossil DiversityCouncil has placed counters on various pages of theWeb site to track how often the site is utilized. Thecompany can also see which of its recently publishednewsletters have been viewed or downloaded, and trackrequests for DVDs from members in other subsidiaries.


Ottawa Police Service’sCommunity Outreach RecruitmentChampion ProgramThe Community Outreach Recruitment ChampionProgram began in 2003 after the Ottawa Police Servicerecognized the need to step up its recruitment effortsdue to an increasingly competitive labor market. ThePolice Service knew that a diverse organization wouldenable it to betterserve its diversecommunity.

During theprogram’s initialphase, police gotcommunity members involved by having them provideinput during consultation, participate in decision-making, and directly aid in the recruitment process.Administered by a steering committee, this programbrought 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, recruitmentclasses have gone from being 85 percent white male to having a significant representation of all groups,ages, socio-economic backgrounds, education, religions, and cultures.

Blue Cross ofCalifornia’s AgentIncubator ProgramEstablished 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 histor-ically uninsured and underserved geographies throughout California.These agents were trained to educatethe uninsured and convert them intoinsured clients.

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


Credit Suisse’sElder CareInitiative (ECI)The ECI is an expansionof the Credit Suisse’sParents’ Network. It provides members with

access to information on issues related toeldercare through regularly scheduled discussion groups,a speaker series,and an internalinformation center. The discussion groups allow employees todevelop relationships with colleagues that

contribute to a spirit of community, feelings of goodwill, and loyalty to CreditSuisse. The ECI speaker series features avariety of guest speakers from local organ-izations specializing in eldercare, and theinformation center offers a wide range ofresources including a lending library, linksto external Web sites relating to eldercare,and information on the Bank’s EmployeeAssistance Program.

New York LifeInsuranceCompany’sAdvancingDiversityTo foster a “level playingfield” based on merit

regardless of race, gender, age, sexual orientation, or any other protected status,New York Life created adiversity office andappointed a chief diversity officer. Thegoal of the diversity office is to ensure the representation of all qualified employees

at the senior level through the implemen-tation of diversity initiatives. New YorkLife expects to achieve positive resultsboth within and beyond the confines ofdiversity. The new office and its goals arestrongly supported by the company’sboard 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 toimprove all facets of our business, anddiversity is yet another area where we cannot be complacent.”

BNSF Railway’sBOLD Initiative(BusinessOpportunitiesfor LeadershipDiversity)

In August 1999, Rob Krebs, former CEOof BNSF, met with nine other CEOs inthe Dallas/Fort Worth area and launchedthe BOLD Initiative, a program designedto promote inclusiveleadership by identify-ing and staffing diverse talent at seniorlevels. Today, the BOLD Initiative is aunique consortium of 20 partner companies

and the city of Forth Worth devoted toadvancing diversity leadership at each ofits members by locating, screening andqualifying diverse talent. Since its inception,50 BOLD applicants have been placedwith the partner companies. BNSF hasplaced 14 of them in mid- and senior-level positions throughout several differentbusiness units. “BOLD’s purpose is toattract diverse professionals with leader-ship 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.”

PDJPDJ




Dr. Ambrose Tat-Ming Ng

CEOCENTRAL OHIO BLOOD SERVICESREGION OF THE AMERICAN RED CROSS

Our family participates in the celebra-tion of the Asian Pacific American

Heritage Month by joining the colorful fes-tivities of the Asian Festival in Columbus.

Both of my daughters will be volunteering for thisyearly festival with their Asian friends. We also will participatein the gala event of the Organization of Chinese Americans.

Among the many Asian Americans who most inspired meare Maya Lin, Ang Lee, and Amy Tan. I was struck by theirability to use their Asian sensibilities and cultural backgroundto develop artistic expressions that are understood universallyand moving for their unique authenticity. Furthermore, thecourage 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 andethnic backgrounds. We live our heritage year-roundwith frequent sojourns into Asian history, culture, and cuisines. I believe this will help ourfuture generations remain excited about our heritageand diffuse the knowledge and wonders of our heritageto our non-Asian friends.

Gerald Pang

EXECUTIVE VICE PRESIDENTDEPUTY CHIEF CREDIT OFFICERBANK OF THE WEST

I grew up in Hawaii, wherethere is a melting pot of cultures

and ethnicities. Amid the diversity,I never thought twice about being

Asian American. My father was a self-mademan who worked from the time he was in the eighthgrade. He helped to send his younger brothers tomedical school to become doctors.

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

He was an insurance salesman who later owned an investmentcompany. My father spoke five different dialects of Chinese,which allowed him to develop customer relationships withvirtually all of the businessmen and merchants in Honolulu’sChinatown.

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

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

Lawrence P. Tu

SENIOR VICE PRESIDENT ANDGENERAL COUNSELDELL COMPUTERS

We live in an increasingly diverseAmerica, where it’s becoming more

important than ever to embrace andcelebrate our remarkable multiplicity of

cultures and backgrounds. Asians andAsian Americans in particular have much to

contribute to the social, political, and economic fabric of thiscountry.

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

“My father’s belief in my potentialmade an indelible mark on my life.My father was successful because heworked hard, and by working hard he did well.” Gerald Pang

H20189


Lawrence P. Tu, continuedreflect Asia’s dramatic growth as a marketplace forand supplier of goods and services. Asian-Americans also represent a highly educated workforce, as they are almost twice as likely to holdacademic degrees as other workers. Dell appreci-ates difference and diversity, incorporating diversitygoals into its corporate objectives.

In anticipation of Asian Pacific American HeritageMonth, we at Dell celebrate these differences and recognizethe value that Asians and Asian Americans bring to our business. As an Asian American, I am proud to be associatedwith 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 CLIENTSDELOITTE & 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 AmericanHeritage 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 AsianAmerican community internally and externally. As a boardmember of the Hong Kong Association of NorthernCalifornia and the Asia America MultiTechnology

Our Clients include:

Constellation Energy

Blue Cross/Blue Shield of Florida

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 forSocial Research

YWCA of Greater Pittsburgh

Inspiring Ingenuity from theWorkplace to the Marketplace

The Winters Group, Inc.

877-546-8944 • www.wintersgroup.com

Diversity Strategists • Celebrating 22 years in business

Mary-Frances Winters • Founder, Chief Executive Officer

Blue Cross of California is proud to be recognized as a winner of the 2006 Innovations

in Diversity Award. We would also like to congratulate the following associates from

our Agent Incubator Program:

Art Criste Rodney Moody Eric Tapia Steve GarciaAlex Orantes Elsa Rapp Rodney Saavedra Maricela HerreraVeronica Gage Kam Billue

At Blue Cross of California, you can be addressing tomorrow’s health care issues today. Significant

issues, like creating public awareness about government-sponsored health coverage to those in need.

In Corey’s case, his family didn’t even know they were eligible. The fact of the matter is that our current

health care system needs transformation. And families like Corey’s rely on people like you every day to

help. They need you to find them affordable coverage. To provide them with choices. To be accessible.

To be knowledgeable. And to be their advocate for change. Working to better people’s lives is not

something you do every day. But it can be - at Blue Cross of California.

Better health care, thanks to you.

Visit us online at www.bluecrossca.com

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

Blue Cross of California is an Independent Licensee of the Blue Cross Association.

Ana W.M. Mok, continued

Association, my goal has been to promote the importance of Asian Americans in the corporate and social arenas in the United States. In takingstrides to promote Asian-American awareness in the community, I also am the founding president of theNational Asian AmericanSociety of Accountants(NAASA), San Francisco BayArea. NAASA is focused onthe development andadvancement of AsianAmericans in the accountingand finance fields. Our orga-nization’s launch was planned to coincide with the 2006Asian Pacific American Heritage Month to celebrate the contributions of Asian Americans in business. Our officesacross the United States will host numerous cultural aware-ness activities during this month such as Asian-AmericanAlumni 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 onAmericans not only in the fields of engineering and science,but also in overall academics. He was an immigrant who reachedthe top of his field and continued to influence a multiculturalaudience by connecting cultures and communities. The firstAsian American chancellor of a major U.S. research university,Dr. Tien continues to be a role model who reflects the beliefsand standards many of us hold for our community.

It is important to commemorate Asian Pacific AmericanHeritage Month all year long because there is much to celebrateand much to work on. While Asian Americans represent a relatively small portion of the U.S. population, we are makinga significant impact on American life. We now are beginningto 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 connectionsbetween the various facets of American life.

David H. Klein

CHIEF EXECUTIVEOFFICEREXCELLUSBLUECROSSBLUESHIELD

This month wehonor men andwomen who havemade groundbreakingcontributions. Among themis Dr. David Ho whose work in the field of HIV/AIDS resulted in the first use ofprotease-inhibitors in combination withantiviral drug “cocktails” to treat early-stageAIDS patients. Dr. Ho and his team havebeen so important in the battle againstAIDS that he was named Time magazine’s1996 Man of the Year.

Dr. Ho’s life story is inspiring. When he was 3 years old, hisfather traveled from their native Taiwan to America in searchof a better life. Nine years later, he finally was able to send forhis family. Once here, knowing no English, Dr. Ho concen-trated on his schoolwork and success.

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

This month, as we celebrate the accomplishments of nowfamiliar names and faces, Excellus BlueCross BlueShieldgratefully acknowledges the accomplishments of those on ourteam who, every day, make a difference in the lives of ournearly two million members across upstate New York.


“The first Asian-American chancellor of a major U.S. researchuniversity, Dr. Lin Tiencontinues to be a rolemodel who reflects thebeliefs and standardsmany of us hold for ourcommunity.” Ana W.M. Mok

“Among those we honor is Dr. David Ho, whose work inthe field of HIV/AIDS resultedin being named Time magazine’s1996 Man of the Year.”David H. Klein

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person ality

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Nationwide is an equal opportunity employer. EOE/M/F/D/VNationwide and the Nationwide framemark are federally registered service marks of Nationwide Mutual Insurance Company. On Your Side is a service mark of Nationwide Mutual Insurance Company. ©2005, Nationwide Mutual Insurance Company. All rights reserved.


Rosalind Cox

DIRECTOR, DIVERSITY ANDWORKLIFEFORD MOTOR COMPANY

Two of Ford Motor Company’semployee resource groups, Ford

Asian Indian Association and FordChinese Association, will be com-

memorating the month with severalevents. The two groups will set up booths in variousbuildings, including Ford World Headquarters inDearborn, Mich., to highlight the culture, history, andcontributions these resource groups have made to ourcompany. A seminar on the rapid growth and future ofbusiness 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 pre-sented by Janice Lin, director of business developmentand strategy for Asia Pacific and Africa. These eventswill be publicized in the monthly employee diversitynewsletter and through the Ford internal communica-tions network. The Ford employee cafeteria offersIndian and Chinese dishes on selected days during themonth.

The life and career of Hau Thai-Tang, director of advancedproduct creation and special vehicle teams and former chiefengineer for Team Mustang, is very inspiring. Hau was 9when he and his family left Vietnam for a new life in theUnited States, only two days before the fall of Saigon. Hau’svision and talent have influenced some of the great and iconicFord vehicles—the Mustang, the Shelby Mustang, and theFord GT. He’s won several awards for his work, includingYoung Leader of the Year from the Automotive Hall ofFame.

Hau once said, “Growing up in Vietnam, my aspira-tions were pretty low. My dream was to someday own acar . . . Not only did I get to own a car, but I also gotto design one.” He’s a living example of the Americandream, and his significant contributions to our businessunderscore the importance of diversity and inclusion.

Diversity isn’t something that we celebrate during specialheritage months or days, then put on the back burner.Diversity is a fundamental part of our business strategy atFord, and it influences all that we do—from our business

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 haslearned over the years, and Asian Pacific American HeritageMonth serves as a perfect opportunity to do that.

Matthew Tsien

EXECUTIVE DIRECTOR, VEHICLESYSTEMS, GM NORTH AMERICAPRODUCT DEVELOPMENTGENERAL MOTORS

To me, just observing AsianPacific American Heritage Month is

not enough. We should commemorateAsian heritage year-round. The reason

is simple: Our world becomes more globalevery day. As a result, a keen understanding of Asian heritageis vital for those who are expected to compete effectively in aglobal economy and society. Awareness and understanding

“Hau Thai-Tang once said,‘Growing up in Vietnam, myaspirations were pretty low. Mydream 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 theAmerican dream, and his significantcontributions to our businessunderscore the importance ofdiversity and inclusion.” Rosalind Cox

also are important for a well-functioningAmerican society that continues torespect, cherish, and value diversity.

But beyond that, I find amazing inspiration in the achievements of fellowAsians, especially in a group known collectively as the Committee of 100,Chinese Americans who have achievedgreatness in their respective fields, butwho have not forgotten their heritage.They’ve banded together and contributetheir valuable time and energy for the betterment of Chinese society, Americansociety, and the relationship betweenboth. They inspire me every day.

While I’m glad that May is Asian PacificAmerican Heritage Month, constantawareness is what we should be strivingfor. General Motors’ partnerships with theAsian Pacific American Chamber ofCommerce in Detroit and the AsianFederation in New York are huge steps inthe right direction. Hopefully partner-ships like these will continue to inspirelong after May.

S.K. Gupta

VICEPRESIDENT,OPERATIONS LOCKHEEDMARTIN SPACE

SYSTEMS CO.

During this month,we celebrate the

contributions of AsianAmericans to this nation that began in the19th century. But our accomplishments inAmerica over the ensuing 200 years—from the arts to zoology—are cause fordaily celebration.

Other days in the history of AsianAmericans were not as bright, specificallythe internment of Japanese Americans


S.K. Gupta, continued

during World War II. However, many challenged such unfairtreatment.

A very vocal critic of “wartime relocation” is U.S.Transportation Secretary Norm Mineta. He and his familywere among the 120,000 Japanese Americans forced fromtheir homes and into internment camps. But he emergedfrom the camps to become the first Asian American mayor of a major city, the first Asian American congressman fromthe contiguous states, and the first Asian American cabinet member. During his time in congress, he was the drivingforce behind legislation that officially apologized for andredressed the injustices endured by Japanese Americans during World War II.

I consider myself fortunate to have worked beside NormMineta during his tenure at Lockheed Martin. He inspiredme to believe in myself and to believe that I can make a difference in other peoples’ lives. I strive to give to the nextgeneration what I received from the previous one—to sharewhat I have learned and to guide when and where I can.That’s what I celebrate every day.

Rohini AnandSENIOR VICE PRESIDENT AND CHIEF

DIVERSITY OFFICER

SODEXHOAsian Pacific American Heritage Monthis an exciting time at Sodexho, with

teams planning a variety of engagingevents. Employees are invited to partici-

pate in Rangoli competitions, fund-raisers,and culinary tours; to attend fashion shows that

feature traditional attire from Asian countries; and to hearfrom distinguished guest speakers of Asian descent.

The Asian professional I most admire is Elaine L. Chao, thenation’s 24th Secretary of Labor. She continues to do a greatdeal to help advance human causes while preserving the dig-nity of others. Her compassion, determination, and keenleadership skills seem to stem from her background as animmigrant. She often has said that it was her family’s experi-ence transitioning to a new country that helped to shape herviews on compassion and inspired her to create win-winopportunities for others.

Sodexho celebrates and recognizes the contributions of allof our diverse employees throughout the year. We also pro-vide special events and celebrations during the designatedfederal heritage months. Planning events and activitiesthroughout the month of May that recognize the contribu-tions of Asian Pacific Americans helps raise the overall com-munity awareness of the unique customs and traditions ofAsians.

Raising this awareness allows us to better serve our cus-tomers. Throughout the year, our Champions of Diversityrecognition program allows us to recognize and celebrate thecontributions of all employees. This program captures whatour employees are doing to advance our diversity and inclusionstrategies and shares their actions throughout the organization.

“I consider myself fortunateto have worked beside NormMineta during his tenure atLockheed Martin. He inspiredme to believe in myself and tobelieve that I can make a dif-ference in other peoples’ lives.I strive to give to the nextgeneration what I receivedfrom the previous one—toshare what I have learned andto guide when and where Ican. That’s what I celebrateevery day.” S.K. Gupta

PDJPDJ

MFHA 10th Anniversary Conferencecelebrate a decade of diversity leadership

August 6-8, 2006 in Boston

at the Hyatt Regency Cambridge

MFHA premier sponsors

Log onto www.mfha.net for conference registration and to download an award application.

• The Corporate Champion’s Award is

presented to a company that has demonstrated

outstanding commitment to MFHA.

• The Ernest Henry Royal Pioneer Award is

presented to an individual who best exemplifies

a pioneering spirit and commitment to

leadership in promoting diversity.

• The SEED (Strategic Examples of Excellence in

Diversity) was established to recognize unique

and original approaches to managing and

developing diversity in the hospitality industry.


ACROSS

1. Predominating attitudes and behavior

6. Major factor in any successful business

10. Long period

11. Table

13. Trend-setting

15. Purpose

16. Training handbook

19. Drink and drive charge

20. Mistake

22. Honesty

24. Photographic and digital company thathas a strong diversity program

28. Long way

29. Hotel chain leader in diversity programprogress

32. Unrestrained

33. Degree

34. Special area of demand for product orservice

35. Interested or involved with

37. Oscar winning movie concerning racerelations

39. Necessity

41. ____ the line

42. Agreement

43. Old German notes, abbr.

44. Time period, for short

45. Can be a block to teamwork

47. Land of open and equal opportunity

49. ____ Vegas

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

58. See 53 down

59. Fulfilling a legal requirement

62. Agreements

63. Educate

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 ratherthan 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 discriminationissue 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

48. Homeland Security term for aforeigner!

49. ____ item

50. Wall Street investigator

51. Philosophy

52. Listen to

53. Believe in wholeheartedly(goes with 58 across)

54. Relative

55. Cry for help

56. Accountant

57. Be situated

60. Not applicable, for short

61. Certificate of insurance, abbr.

Puzzle Solution on page 86.

Inclusion + Insights = Innovation and Growth

Buzzwords? Hardly. Diversity and inclusion are central to how we dobusiness, from our ever-expanding portfolio of brands, to our peoplewho market and sell them across the globe.

Harnessing our employees' unique perspectives and backgroundsdrives our businesses and helps our people grow.

Do you want to make the difference?

For information on joining PepsiCo,visit www.PepsiCoJobs.com.

If only you could packagethis kind of passion...

...actually, you might saywe already have.

American Red Cross 75www.redcross.com

Bank of the West 86www.bankofthewest.com

Bausch & Lomb 5www.bausch.com

BlueCross of California 77www.bluecrossca.com

The Boeing Company 3www.boeing.com

DaimlerChrysler Corporation 18www.daimlerchrysler.com

Dell, Inc. 11www.dell.com

Eastman Kodak Company 13www.kodak.com

Excellus BlueCross BlueShield 81www.excellusbcbs.com

Ford Motor Company cover 2, page 1www.ford.com

Georgia Power 17www.southernco.com/gapower

Halliburton 7www.halliburton.com

Ivy Planning 15www.ivygroupllc.com

Lockheed Martin 47www.lockheedmartin.com

MFHA 83www.mfha.net

MGM Mirage 87www.mgmmirage.com

Nationwide Insurance 79www.nationwide.com

PepsiCo, Inc. 85www.pepsico.com

Society for Human Resource Management 88www.shrm.org

Sodexho back coverwww.sodexhousa.com

Southern Company cover 3www.southerncompany.com

WellPoint 61www.wellpoint.com

Winters Group 76www.wintersgroup.com


Diversity maintains our

corporate edge in the global

marketplace. Our employees

and suppliers reflect the

guests who enjoy and frequent

our world-class resorts and casinos.

mgmmiragediversity.com

Nevada

Bellagio • MGM Grand • Mandalay Bay • The Mirage • Treasure Island • Monte Carlo • New York-New York

Luxor • Excalibur • Circus Circus • Railroad Pass • Primm Valley Resorts • Silver Legacy

Circus Circus Reno • Colorado Belle • Edgewater • Gold Strike • Nevada Landing

Outside Nevada

Beau Rivage • Gold Strike - Tunica • Grand Victoria • MGM Grand Detroit

A W e l c o m i n g H a n d i s a W i n n i n g H a n d .

Society for Human Resource Management

Annual Conference & Exposition

June 25–28, 2006

Washington, D.C.

Explore | Learn | Network

The Washington Convention Center | Washington, D.C.

SHRM2006

Looking for the most comprehensive HR program for the best price in the market today?

Join us for this one-of-a-kind educational opportunity to network, to challenge your mind, and to learn tools, tips and techniques you can apply immediately in the workplace.

World-class keynote speakers will include Gen. Colin Powell, USA (Ret.), David McCullough, Liz Murray andLouis V. Gerstner, Jr.

Powell McCullough Murray Gerstner

Program details at www.shrm.org/conferences/annual.

A l a b a m a P o w e r G e o r g i a P o w e r G u l f P o w e r M i s s i s s i p p i P o w e r

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

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.

Marsha JohnsonSenior Vice President Talent Management and Chief Diversity Officer

Southern Company

Documents

Profiles in Diversity Journal | May / Jun 2006