Profiles in Diversity Journal | May/Jun 2007

PROFILESIN

DIVERSITYJOURNAL

MAY/

JUNE2007

•VOLUME

9NUMBER

3www.diversityjournal.com

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

Volume 9, Number 3MAY / JUNE 2007$12.95 U.S.

Buffy SwinehartAFLAC

Art ShingletonBANKOF THEWEST

Anne DeVoe LawlerCREW

Eileen Howard DunnCVS CAREMARK

Klaus EntenmannDAIMLERCHRYSLER

Margot J. CopelandKEYCORP

Eileen SweeneyMOTOROLA

Chad A. JesterNATIONWIDE

Mary WongOFFICE DEPOT

Ginny CrevelingONEOK

Jane RobertsonORACLE

PollyO’BrienMorrowPITNEY BOWES

Cynthia Z. ForbesPRATT & WHITNEY

Barbara Del DukeROHM AND HAAS

Kathleen deLaskiSALLIE MAE

Stephen J. BradySODEXHO

Sandra TaylorSTARBUCKS

Michael RouseTOYOTA

ReedV.Tuckson,M.D.UNITEDHEALTHGROUP

Mike RizerWACHOVIA

Alison HagerPFIZER INC

Thanks to you,equality in our workforce means a healthier workenvironment for all of our associates.

WellPoint proudly recognizes GLBT Pride Month andcelebrates the talents and successes of our GLBT associatesand business partners.At WellPoint, we are addressing tomorrow’s health care issues today.

By providing domestic partner benefits that include vision, dental, and dependent medical coverage toour associates, we are closing the gap between the insured and uninsured in the GLBT community.Also, by extending these benefit options to our members, we are leading the way in encouraging thegrowth of inclusive policies that not only recognize, but encourage diversity of all kinds, including sexualorientation and gender identity. Working to better people’s lives is not something you do everyday – butit can be, at WellPoint.

Better health care, thanks to you.

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

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James R. RectorPUBL I SHER

John S. MurphyMANAG ING ED I TOR

Linda SchellentragerCREAT I V E D I R ECTOR

Damian JohnsonMARKET ING D I R ECTOR

Laurel L. FumicCONTR I BUT ING ED I TOR

Alina DunaevaOVERSEAS CORRESPONDENT

Jason BiceWEB MASTER

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Words CountHow odd that in the same month Profiles in Diversity Journal released

its diversity Lexicon, Don Imus made news with a hurtful rant against

the Rutgers University women’s basketball team. His actions spoke to

the importance of words. Words count. When we have our brains

sufficiently engaged, they convey the meaning we intend. Unfortunately,

they can also suggest meanings we do not intend to convey.

I’m not suggesting Imus was misunderstood. Rather, I’m underscoring

how important it is to understand the weight words carry, particularly

when the topic is as emotionally charged as racial or cultural issues can

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

and the people we work with every day.

Savvy organizations know that everything they do communicates

something. Even the decision not to communicate can send a powerful

message, prompting individuals to ask, Why don’t they have anything to say?

Well, this issue features companies and organizations with plenty to say.

Be sure to read our feature on Asian Pacific American Heritage

Month. I thoroughly enjoy the thoughts and ideas shared with us by

organizations that value the heritage of Asian Americans. Many of their

stories are touching, if not inspiring.

We’ve also got an insider’s look at diversity within the giant we know

by a single name: Deloitte. Redia Anderson Banks, chief diversity

officer, is someone you’ll want to get to know better.

Finally, our centerpiece this month is all about corporate philanthropy

and social responsibility. Our approach is to examine the success stories,

the lives touched by companies that invest in their communities to make

life better for everyone.

Talk about sending a powerful message. These companies’ actions

speak far more eloquently than words ever could. They should be

recognized and applauded.

Enjoy the issue!

John MurphyManaging Editor

2 PROFILES IN DIVERSITY JOURNAL M AY / J U N E 2 0 0 7

determines a company’s success.

www.kodak.com/go/careers

© Eastman Kodak Company, 2006

DIVERSITYEastman Kodak Company’s commitment to diversity and inclusion involves our employees, customers, suppliers and communities worldwide. In our global marketplace, Kodak’s innovations reflect the creativity and rich tapestry of our diverse workforce and winning culture.

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28 On the Cover / Special Feature


Corporate Philanthropy and Social ResponsibilitySuccess Stories from Leading OrganizationsSuccess stories from a wide range of companies committed

to improving the lives of the people in their communities.

Here are the companies featured:

Aflac

Bank of the West

CREW Foundation*

CVS Caremark

DaimlerChryslerFinancial Services

KeyBank

Motorola*

Nationwide

Office Depot

ONEOK

Oracle

Pfizer*

Pitney Bowes

Pratt & Whitney

Rohm & Haas*

Sallie Mae*

Sodexho

Starbucks

Toyota

UnitedHealth Group

Wachovia

* Denotes companies with philanthropy photos, top of cover

A Close-up of Redia Anderson Banks, Deloitte’sChief Diversity Officer and National Principal

Armed with a master’s degree in clinical psychology,

Ms. Banks—a former adult probation officer—

is responsible for directing the diversity strategies

at Deloitte & Touche USA LLP. At Deloitte, retaining

top talent often stems from empowering

people to thrive in a corporate culture that values

their individuality.

20

PROFILES IN DIVERSITY JOURNAL M AY / J U N E 2 0 0 7 5

Rejuvenating Diversity Strategies

Excellus and Harley-Davidson weigh in with advicefor any organization looking to recharge itsdiversity strategies. Is rejuvenating necessary?How do you know? You’ll find the answers youmay have been looking for right here.

65

Karen A. Jones, PhDExcellus BlueCross BlueShieldCorporate Director, Diversity

Deborah P. Ashton, PhDHarley-DavidsonDirector of Diversity

MomentumDiversity Who, What, Where and When

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

Employee Network GroupsHere’s how PepsiCo supports its ENGs.by Rachel Cheeks

CatalystThe Catalyst Award: The evolution of diversity-and-inclusion initiativesAs the global workforce evolves, so do the diversity-and-inclusion (D&I) initiativescreated by organizations to advance women. Catalyst tracks the evolution of thecoveted Catalyst Award from its inception to the present.

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

Asian Pacific American Heritage Month:A Time for Reflection

In May, we celebrate Asian Pacific American Heritage Month,honoring the contributions to American life made by nearly12 million Asian Pacific Americans and their ancestors.We present thought-provoking essays from 15 diversityleaders to help us appreciate the Asian Pacific Americans.

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departments

AXA Equitable, Michael Ferik

Bank of America, Sanjay Gupta

Bank of the West, Paul Nakae

Dell, Christina Y. Chen

Ernst & Young, Nancy Ngou

FBI, Weysan Dun

General Electric, Michael E. Chen

Georgia Power, Jackie Chen

Lockheed Martin, Lily O’Byrne

MGM MIRAGE, Ly Ping Wu

Nationwide, Tariq Khan

New York Life Insurance Co., Mary Dean

Pfizer, Amal K. Naj

Sodexho, Frances S. Nam

Sprint Nextel, Tammy Edwards

Participating companies:

TheNewATT.com©2007 AT&T Knowledge Ventures. All rights reserved. AT&T, AT&T logo, BellSouth, BellSouth logo, Cingular, and Cingular logos are trademarks of AT&T Knowledge Ventures and/or AT&T affiliated companies.

Connecting to the community with talent, strength and diversity.The new AT&T has a strong commitment to the communities we serve. We continually reaffirm that

commitment and reinforce our connections to the community by embracing diversity and

inclusion—both inside and outside the company. AT&T supports networking groups that promote

mentoring, training, and enhanced opportunity for all employees, regardless of age, race, gender,

or sexual orientation. These groups volunteer their time and resources to sponsor a wide range of

activities and provide new ways in which AT&T connects to the people we serve. AT&T is proud of

these efforts. Because, no matter how advanced our technology, we know that the strongest, most

lasting connections are made within the community, face to face, person to person.

Kelly Services NamedBausch & LombCorporate CitizenshipSupplier of the YearTROY, Mich.—Kelly Services,Inc., a global staffing solutionsprovider, has received the Bausch& Lomb Corporate CitizenshipSupplier of the Year honor duringa ceremony recognizing supplierdiversity at Bausch & Lomb’sWorld Headquarters.Kelly was recognized for

excellence in customer service,quality, speed of delivery andcompetitive value.“Bausch & Lomb’s quality

standards and suppliers have helped usbring to market the world’s mostcomprehensive portfolio of eye healthproducts,” said DeRoy Bryant, vicepresident, global sourcing and procure-ment. “Kelly is a key partner, consis-tently demonstrating excellence by pro-viding us with the high levels of quality,service and individuals that allow us tobetter serve our customers and stay onthe leading edge in a competitivemarketplace.”“This award reflects the high-quality

service and customer satisfaction levelswe strive to provide our customers.Our companies share a commitment toquality and this honor inspires us tocontinually grow and innovate withcompanies like Bausch & Lomb to meettheir changing needs,” said NicoleLewis, vice president, supplier diversitydevelopment, Kelly Services.Bausch & Lomb (NYSE:BOL) is the

eye health company, dedicated toperfecting vision and enhancing life forconsumers around the world. Its corebusinesses include soft and rigid gaspermeable contact lenses and lens careproducts, and ophthalmic surgical andpharmaceutical products. Moreinformation about the Company is onthe Bausch & Lomb Web site atwww.bausch.com.Kelly Services, Inc. (NASDAQ:

KELYA, KELYB) is a Fortune 500

company headquartered in Troy, Mich.,offering staffing solutions that includetemporary staffing services, outsourcing,vendor on-site and full-time placement.Kelly operates in 32 countries andterritories. Visit www.kellyservices.com.

KPMG LLP AppointsNeddy Perez NationalDiversity Director

NEW YORK—KPMG LLP, theaudit, tax andadvisory firm, hasannounced thatNereida (Neddy)Perez has joinedthe U.S. firm asnational director

of diversity and affirmative action/ equalemployment opportunity, serving as thefirm’s chief diversity officer.“KPMG is committed to being an

employer of choice, and a big part ofthat is ensuring that we have a culture ofinclusion where all employees have anopportunity to grow and develop person-ally and professionally,” said Bruce Pfau,KPMG vice chair, human resources.Perez brings a broad level of experi-

ence in community relations, humanresources and diversity management toKPMG. Most recently she was seniordirector of external diversity relations atSodexho, Inc., where she managed

employee affinity networks and nationalexternal community partnerships for thefood and facilities management company.She also developed and implemented anumber of programs, including an exter-nal giving strategy, and the creation andlaunch of an internship program.Perez is an active member in several

diversity associations and organizations.She holds a bachelor’s degree in publicrelations from the University of Floridaand a master’s degree in humanresources management and internationalbusiness from Nova SoutheasternUniversity.KPMG LLP, the audit, tax and

advisory firm (www.us.kpmg.com), isthe U.S. member firm of KPMGInternational. KPMG International’smember firms have 113,000 professionals,including more than 6,800 partners, in148 countries.

Two Northrop GrummanEmployees Receive NationalAsian American Engineer ofthe Year AwardsLOS ANGELES—Two NorthropGrumman Corporation (NYSE:NOC)employees, Brad Furukawa, vice presi-dent and chief information officer forthe company’s Space Technology sector,and Dr. Kim L. Ong, an industrialengineer and statistician within the


Pe r e z

From left to right: DeRoy Bryant—VP Procurement, B&L; Keilon Ratliff—National AccountManager, Kelly Services; Michelle Hammond—Manager Procurement, B&L; James Thurman—Director Supplier Diversity Development and Procurement, B&L

www.pfi zer.com

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of rapid change for our company and for ourindustry, we believe that the unique perspective of each Pfizer employee is vital. Why? Because the tough healthcare challenges people are facing today call for new, different, and diverse ways of thinking.

That’s why we’re implementing a global strategy to ensure Pfizer’s culture not only respects, but also leverages each individual employee’s background, character, and life experiences. We’re putting those unique perspectives to

work to find new, innovative solutions for patients, and better ways of working with our customers, our partners, and the communities we serve.

At Pfizer, we believe diversity means an inclusive and empowering work environment. The result? A happier, healthier tomorrow for us all.

In a time

company’s Information Technologysector, received awards for their out-standing contributions to engineeringand community service at the 2007Asian American Engineer of the YearAwards (AAEOY) in Washington.The awards were presented by the

Chinese Institute of Engineers-USA(CIE-USA). CIE-USA is dedicatedto fostering human relations andpromoting diversity and informationexchange among engineers andscientists. Nominees were judged onprofessional achievements, impact ofprofessional accomplishments andcommunity service.“Northrop Grumman gratefully

acknowledges the skills and achieve-ments of Brad and Kim,” said MicheleToth, vice president of human resourcesand administration and competitiveexcellence for Northrop Grumman’sInformation Technology (IT) sector.“These two leaders are highly valuedwithin the company and their talentsmerit these awards.”Furukawa is a 25-year veteran

of Northrop Grumman. He earned abachelor’s degree in mechanicalengineering from Northern IllinoisUniversity, DeKalb. He also holds aSix Sigma Greenbelt certificate.Ong serves as Northrop Grumman’s

project manager for the National CancerInstitute Center for BioinformaticsThesaurus Maintenance and ApplicationDevelopment Support Project. Ongholds master’s degrees in industrial engi-neering and applied statistics, and a PhDin industrial engineering from PurdueUniversity, West Lafayette, Ind.Northrop Grumman Corporation is

a $30 billion global defense andtechnology company, whose 122,000

employees provide innovative systems,products, and solutions in informationand services, electronics, aerospace andshipbuilding to government and com-mercial customers worldwide.

Time Warner LaunchesNational Second TierProgram to IncreaseOpportunities for MWBEsNEW YORK—More than 100program participants, including 40 keysuppliers and business leaders, attendedthe 2007 kick-off reception launchingTime Warner’s new National SecondTier Program. The reception was held inTime Warner’s Conference Center atthe corporate headquarters—a fittinglocation given that the Center was oneof the first Time Warner projectsconstructed with substantial participa-tion of second tier suppliers.Time Warner Chairman and CEO

Richard D. Parsons said, “Diversity isnot just the right thing to do; it is thesmart thing for business and our econo-my. Time Warner’s National Second TierProgram is all about increasing the num-ber of diversely-owned companies we dobusiness with and increasing theiropportunities to do business with otherfirms throughout all industries.”Earlier in the day, the pilot partici-

pants attended a half-day session thatincluded a comprehensive reviewof the program requirements and a

demonstration of the reporting tool thatwill capture their quarterly reports andtrack their second tier activity.The coordination of the second tier

program was headed by ExecutiveDirector Greta Davis. Working with herteam and consultant Ralph Moore ofRGMA, they developed an aggressiveframework that is in line with TimeWarner’s proactive stand on supplierdiversity.“In developing the project plan to

launch this new initiative, we reachedout to many of our key suppliers witha majority of them having advancedsupplier diversity programs in place,”said Davis.The participants in the program

represent a significant cross sectionof industries, including financialservices, telecommunications,information technology, transportationand logistics, advertising, construction,and consulting.Time Warner Inc. is a leading media

and entertainment company, whosebusinesses include interactive services,cable systems, filmed entertainment,television networks and publishing.


Furukawa Ong

Time Warner executives launch thecompany’s National Second TierProgram. Left to right: Frederick C.Yeager, SVP, Finance; Jeffrey L. Bewkes,President & COO; Greta F. Davis,Executive Director, Supplier Diversityand Richard D. Parsons, Chairman & CEO.

Safeway Names Russell M.Jackson as Senior VicePresident, Human Resources

PHOENIX, Ariz.—Russell M. Jacksonhas joined SafewayInc. as senior vicepresident, humanresources. Jackson isthe first AfricanAmerican to holdthis position at

Safeway, one of the largest food anddrug retailers in North America.Jackson comes to Safeway after spending27 years at PG&E Corporation, wherehe served as senior vice president,human resources.At Safeway, Jackson will be responsible

for all aspects of the human resourcesfunction, including employee relations,compensation, training, leadership devel-opment, recruiting, health and wellnessand prevention programs.Jackson has an MBA from St. Mary’s

College and a master’s degree in humanresources and organizational develop-ment from the University of SanFrancisco.Safeway Inc. is a Fortune 50 company

and one of the largest food and drugretailers in North America. The compa-ny operates 1,761 stores in the U.S. andCanada and had annual sales of $40.2billion in 2006. Safeway’s commonstock is traded on the New York StockExchange under the symbol SWY.

Robert McNeely Promotedto Executive Vice Presidentat Union Bank of California

SAN FRANCISCO—Union Bank ofCalifornia, N.A.,has announced thatRobert A. McNeely,senior vice presidentand head of corpo-rate communitydevelopment, hasbeen promoted to

executive vice president by theUnionBanCal Corporation board ofdirectors. McNeely reports directly toChief Operating Officer Philip Flynn.Responsible for bankwide coordina-

tion of the company’s communitydevelopment and reinvestment efforts,McNeely serves as its CommunityReinvestment Act (CRA) officer. In2006, Union Bank provided $3.3 billionin CRA-related loans and activities.McNeely chairs the CRA committee

and serves as secretary to the bank’spublic policy committee. In addition toserving as chief liaison to the bank’scommunity advisory board, McNeely ischairman and CEO of the Union Bankof California Foundation and heads boththe diversity council and the environ-mental task force for the bank.Active in the community, McNeely

serves on boards and committees for awide range of organizations. Additionally,McNeely serves as a director for SocialCompact, is a member of the President’sDiversity and Equity CommunityAdvisory Council at San Diego StateUniversity, and the President’sCommunity Council at Point LomaNazarene University.McNeely is a graduate of the Pacific

Coast Banking School at the Universityof Washington in Seattle and the Schoolof Bank Marketing at the Universityof Colorado in Boulder. He is a residentof San Diego.Based in San Francisco,

UnionBanCal Corporation (NYSE:UB)

is a bank holding company with assets of$52.6 billion at December 31, 2006.The company’s Web site is located atwww.unionbank.com.

WellPoint AppointsLinda Jimenez asStaff Vice President ofDiversity Leadership

INDIANAPOLIS—WellPoint, Inc., thelargest U.S. healthbenefits company,has announced thatLinda Jimenezhas been selectedas staff vicepresident of diversityleadership.

Jimenez will be responsible for diver-sity management strategies and programsnationwide, including providing strate-gic guidance around talent managementand acquisition, multicultural market-ing, diversity metrics, and externalbranding.Jimenez previously headed her own

consulting firm, Diversity & PeopleDynamics, where she developed andimplemented custom-designed humanrelations processes, diversity training,management and leadership coachingand development programs, and assess-ment tools.A native of San Antonio, Texas,

Jimenez received a juris doctor degreefrom the University of Texas School ofLaw, Austin. Jimenez currently serves onthe advisory board for the Hospitalityand Diversity Institute at the Universityof Houston and on the advisory boardfor the School of HospitalityManagement at Penn State University.In addition, she is a contributingmember of the Minorities in FranchisingCommittee of the InternationalFranchising Association.WellPoint, Inc. is the largest health

benefits company in terms of commer-cial membership in the United States.Headquartered in Indianapolis, Indiana,


McNee l y

J imene z

J a c k s o n

WellPoint is an independent licenseeof the Blue Cross and Blue ShieldAssociation. Additional informationabout WellPoint is available atwww.wellpoint.com.

The Penn Mutual LifeInsurance CompanyAppoints Edward F. ClemonsSenior Vice President

HORSHAM, Pa.—The Penn MutualLife InsuranceCompany hasannounced thatEdward F. Clemons,SPHR, has joinedthe company assenior vice presidentand chief human

resources officer. In this position, he willhave overall responsibility for the programsand activities that support the company’sassociates, including benefits, compensa-tion, recruiting, talent management andassociate and leadership development.Clemons has more than 25 years’

human resource management and lead-ership experience. His most recent posi-tion was senior vice president, humanresources, for Janney Montgomery ScottLLC, a key Penn Mutual affiliate andone of the largest full-service regionalsecurities broker-dealers in the country.Clemons graduated from West Point

Military Academy with a Bachelor ofScience degree. He received his master’sdegree in business administration fromTemple University’s Fox School ofBusiness and is a graduate of theUniversity of Michigan, HumanResources Executive Program. Inaddition, he has earned the SeniorProfessional in Human Resourcesdesignation from the Human ResourcesCertification Institute.The Penn Mutual Life Insurance

Company is the nation’s secondoldest mutual life insurer. Visit PennMutual on the Internet athttp://www.pennmutual.com.

Raytheon Names Heidi ShyuVice President, CorporateTechnology and Research

WALTHAM, Mass.—RaytheonCompany (RTN:NYSE) hasappointed HeidiShyu to the positionof vice president,CorporateTechnology and

Research, reporting to Taylor W.Lawrence, the company’s vice presidentof Engineering, Technology and MissionAssurance.In her new role, Shyu will be

responsible for the development andexecution of an integrated technologyand research strategy for the company.She will also chair the company’sTechnology Leadership Council, whichoversees Raytheon’s collective researchcollaboration and technology opportuni-ties, and she will represent the companyon outside councils regarding technologyand the defense industry.In a career at Raytheon that has

spanned more than 20 years, Shyuhas worked on a variety of technicalprograms, including manned andunmanned aircraft systems and products.Most recently, she was vice president andtechnical director for the company’sSpace and Airborne Systems business.Shyu is also Chair of the Air Force

Scientific Advisory Board for the U.S.Air Force, reporting to the Chief of Staffand the Secretary of the Air Force. Inaddition, she is a member of theAmerican Institute of Aeronautics andAstronautics and the Air ForceAssociation.Raytheon Company, with 2006 sales

of $20.3 billion, is technology leader,specializing in defense, homeland security,and other government markets through-out the world. With headquarters inWaltham, Mass., Raytheon employs73,000 people worldwide.

Shell Oil Company NamesNew General Counsel—Catherine Lamboley to RetireJuly 1

HOUSTON—William C. Lowreyhas been appointedto succeedCatherine A.Lamboley as generalcounsel of Shell OilCompany effectiveJuly 1. Lamboley, a

leader in the Houston legal community,is retiring after 28 years with Shell. Shehas served as senior vice president, gen-eral counsel and corporate secretary ofShell Oil Company since 2000.Bill Lowrey is currently associate

general counsel for Shell Trading andShell Gas & Power. A 27-year Shellveteran, he has legal experience encom-passing all facets of the business, fromexploration and production through oilproducts. He has been particularly activein mergers and acquisitions.Prior to her current position,

Lamboley was vice president, commer-cial products, for Shell Oil Products. Shejoined the Shell legal department as anattorney in 1979, and was instrumentalin opening up opportunities for womento advance within the Shell organization.“I look forward to continuing and

building on the foundation of excellencefor which our legal department isknown,” said Lowrey. “I want our organ-ization to be a culture where people cando satisfying work and develop expertisethat serves our business well.”Shell Oil Company is an affiliate

of the Shell Group, a global group ofenergy and petrochemical companies,employing approximately 109,000people and operating in more than 140countries and territories.

Sh yu

L ow r e y

PDJPDJ


C l emon s


Are you the kind of person who findsit easy to forgive and forget, to turn

the other cheek? We can all think of“unforgettable” moments in our lives;are there such things as “unforgivable”moments?I have said before that I believe the

push to political correctness oftenpresents a barrier to productive dialoguearound issues of diversity management.What I meant by that is this: None ofus is perfect all the time, and we shouldnot strive for such elusive levels. But Isure did not mean that anything goesas long as we can throw out a vacuous,“I’m sorry” or, “Why can’t you justforgive and forget?”You know the recent headlines—

the Don Imus characterization of theRutgers women’s basketball team; RushLimbaugh’s “Barack, the Magic Negro”;Tim Hardaway’s self proclaimed hatredof gay people. I could go on, but you getthe point.What is mind boggling to me is not

that these things have been put in thepublic eye by very public people, but theresponses of those who think that peopleshould just chill out, get over ourselves,forget it, put it into context (context—are you kidding me?!), and move on.My mind is boggled by those who havebestowed four out of five stars onYouTube for the Rush Limbaugh skit.After all, we do have a

Constitutional rightto free speech, don’twe? In the case ofDon Imus, his state-ments were initiallycharacterized as“racially insensitive.”Uh, no, try again.Racially insensitive

describes all of thetimes I have been toldhow articulate I am.The verbally omittedportion of that state-ment is “for a blackguy.” If I had a nickelfor every time I heard that, I’d giveBill Gates a run for the top of the Forbeslist! Make sure you are sitting downbefore reading this—even I am guilty ofmaking racially insensitive remarks. Yes,and I do this (diversity management) fora living. Once I was conversing with ablack acquaintance who happens to beabout 6 feet 7 inches tall, and I madethe assumption that he played basketballin college, when in fact he had not. Theverbal derogatory belittlement referencedfrom these recent headlines is not thiskind of mere insensitivity.Do I know the original intent of

these people? Of course not and mypoint is not to argue that. But what isclear to me is the lasting, indelibleimpact. Want to see first hand what this

lasting impact canlook like, how itbecomes institutional-ized? Take a look at arecent film named AGirl Like Me by ayoung filmmaker,Kiri Davis. Ms. Davisreplicated psychologistDr. Kenneth Clark’s1950s social studyof the self impressionsof black children(http://www.reel-works.org/watch.php).The self deprecating

images these children have of themselveshave undoubtedly been shaped in partby this type of toxic ranting.My point is that we can argue intent

versus impact all day long, but let’s bereal. The difference between humansand animals is our ability to applyreason and logic—especially before wespeak. We know what is reasonablyinsensitive and what comes from deep-seated disdain and bigotry. Whether youconsider yourself the most tolerant liberalor the most unwavering conservative,you would be hard-pressed to convinceme that free speech should come at thecost of human degradation.

David Casey is VP of Workforce Development,Chief Diversity Officer at WellPoint, Inc. His columnappears in each issue of Profiles in Diversity Journal.

by David Casey

“Raciallyinsensitivedescribesall of the timesI have been toldhow articulateI am. Theverbally omittedportion of thatstatement is ‘fora black guy.’ ’’

I Didn’t Mean It—So Can’t WeJust Move On?

PDJPDJ

There’s a place where everyone

is welcome. Where everyone is

treated the same. Boeing strongly

supports the never-ending mission

to ensure that every workplace is

that welcome place.


PepsiCo is firmly committed to lever-aging the diversity its associatesbring to the company and to fosteringan environment which encourages thesediffering views of the world. Thecompany’s Diversity and Inclusion(D&I) journey had its formalbeginnings in 2000, and today itcontinues to evolve.Employee networks are a key

ingredient in PepsiCo’s D&I strategy.Network members act as ambassadorswho make their influence felt by creatingpositive change: taking actions that ben-efit both the individual associateand PepsiCo itself. Because of this, ouremployee networks are consideredbusiness partners at PepsiCo.Since the inception of PepsiCo’s

D&I journey, three key strategies haveproved their value consistently, making adifference in regions around the world.In addition, a fourth strategy for innova-tion recently has begun contributingtremendous business value.

1st Strategy: Leverage localnetworks to drive organizationalchange and business growth.PepsiCo’s Global Diversity and

Inclusion Office serves as the linkbetween our networks and the compa-ny’s key business agendas and processes.As a result, each of PepsiCo’s sevenEmployee Network Groups benefitsfrom enhanced connections withmanagement. The teams focus on threecomponents:• Employer of Choice consists of net-working, professional development,membership and recruiting, as wellas associate retention;

• Partner of Choice refersto community involvement, buildingexternal strategic partnerships andenhancing cultural awareness;

• Brand of Choice includes businessimperatives, such as innovation andhealth and wellness; business insights,multicultural marketing and samplingopportunities.

Here’s a look at how PepsiCosupports its ENGs.

“At its core, PepsiCo’s

Diversity and

Inclusion program

has leveraged our

employee networks

to help solve real

business issues.”

by Rachel Cheeks

2nd Strategy: Providepowerful connections to achieveprofessional growth.Each year the Global Diversity and

Inclusion Office sponsors an EmployeeNetworks Leadership Conference.The conference focuses on sharing bestpractices, identifying synergies, provid-ing linkages to local and national D&Iagendas and building a sense of commu-nity. In an open forum, attendees sharetheir group’s proudest moments alongwith their opportunities and challenges.This exchange fosters the kind of cross-pollination that only global, company-wide networks can provide.

3rd Strategy: Identifysynergies and a common platform tolink the networks so the “Power ofOne” can be achieved across the D&Iand business agendas.Over the years as our networks have

evolved, we have expanded theirperspectives, moving them from a localnetwork focus to a national—andeventually global—level. As theyidentify organizational issues for their

respective groups,network leaders alsoidentify commonbusiness platformsto rally around.

4thStrategy:Impact ourinnovation processand appeal todiverse consumertastes, therebyenhancing ourmulticulturaloutreach.

PepsiCo has reached out to diversecommunities since the 1940s, whenthe company developed a program toincrease Pepsi sales to African-Americans.Today, innovation centers on identifyingnew product flavors to match the uniquetastes of diverse consumers … and intro-ducing new tastes to new audiences.This effort has met with great success.Doritos® Guacamole Tortilla Chips,Lay’s® Chile Limon Potato Chips andFunyuns® Onion Rings with Wasabi

are just some of therecent productsPepsiCo has rolledout, through itsFrito-Lay business,that were inspiredby its Latino andAsian employee net-works. These productshave not only provedpopular with Hispanicand Asian consumers,but have achievedbroader popularitywith other consumersas well.

At its core, PepsiCo’s Diversity andInclusion program has leveraged ouremployee networks to help solve realbusiness issues. Members of our variousnetworks across PepsiCo are true D&Iambassadors who have been instrumen-tal with helping us move our Diversityand Inclusion journey forward.

Rachel Cheeks is Senior Manager, PepsiCoGlobal Diversity and Inclusion. PDJPDJ


Doritos® Guacamole

Tortilla Chips, Lay’s®

Chile Limon Potato

Chips and Funyuns®

Onion Rings with

Wasabi are just some

of the recent products

PepsiCo has rolled

out, through its

Frito-Lay business,

that were inspired by

its Latino and Asian

employee networks.

By Catalyst

As the global workforce evolves, so do

the diversity-and-inclusion (D&I)

initiatives created by organizations to

advance women. Early on, initiatives

focused on discrete issues, such as

childcare, eldercare, personal safety

and well being, communication and

networking, and talent management.

Today, diversity-and-inclusion initiatives

are an integral part of business strategy,

as they anticipate competitive advan-

tages, are integrated into performance-

management systems, and reinforce

their goals through stringent accounta-

bility systems.

The Catalyst Award: DrivingDiversity and Inclusion ForwardSince 1987, the Catalyst Award hasrecognized 64 cutting-edge strategicapproaches within organizations thathave advanced women and furthereddiversity and inclusion. At first, theCatalyst Award celebrated forward-thinking ideas and the potential ofinnovative practices. Now, the awardhonors the process of making changeand proven results. Given the changingnature of the D&I landscape inbusiness, it is beneficial to note theevolution of Catalyst Award-winninginitiatives over time. The followingchronology outlines key themes in theunique history of the Catalyst Award.

1987–1991The first five years of the CatalystAward highlighted programs or effortsthat focused on bringing more womeninto management and supported themthrough targeted efforts: increasedwork-life programs such as childcare,eldercare, referral services; workplaceenvironment programs such as sexualharassment training; and the creation ofemployee networks for women. Thisperiod also marked the beginning ofdeveloping unique opportunities for allwomen, including women of color.

1992–1995Catalyst Award-winning initiativesbecame more sophisticated during thisnext phase, building diversity and inclu-sion into performance-management sys-tems and processes. Many initiativesfocused on explicitly engaging womenin succession-planning, high-potentialand leadership-development discussions,and decisions so that organizationscould retain talented women. In addi-tion, initiatives introduced highly devel-oped diversity task forces, steering com-mittees, and advisory teams that soughtto engage business leaders in diversity-and-inclusion discussions.

1996–1999During this period, stringent accounta-bility systems with goals tied clearly topay and performance held senior leader-ship and middle management responsi-ble for change. Initiatives also began toinclude increasingly tailored businesscases for diversity and inclusion.Monitoring the pipeline for women andunderstanding emerging trends andmarkets were critical elements of thebusiness rationale. During this interval,an initiative from an organization basedoutside of the United States or Canadawon a Catalyst Award for the first time.

The Catalyst AwardThe evolution of diversity-and-inclusion initiatives


2000–2003The beginning of the 21st century sig-naled an important step in the evolu-tion of the Catalyst Award. Winninginitiatives showcased strong change,whereby diversity became embeddedand integrated into cultural behaviorand practices. In these organizations,the value of diversity in the workenvironment, employee satisfaction, andrespect for workers as individuals werecritically important. A more globalworkforce affected diversity-and-inclusion efforts, and the influenceof the external marketplace and boardsof directors added new layers toaccountability.

2004 and BeyondWith greater stress on diversity andinclusion, the most recent winning ini-tiatives featured impressive frameworksfor driving change within organizations.These strategies have now become inte-grated into the business such that diver-sity and inclusion is a business strategyitself, rather than merely a businessinfluence. Diversity of thought has alsoemerged as a significant factor.Recognizing all dimensions of diversityand inclusion is significant; this includesregional or local customization forsophisticated global D&I initiatives as acritical element for success. Most

notably, Catalyst Award-winningorganizations show strong linksbetween the representation ofwomen in senior managementand business performance.The progression in complex-

ity and approach for CatalystAward-winning initiativesmirrors the overall evolution ofdiversity and inclusion in organizations.Over the past 20 years, businesses andprofessional services firms have becomeincreasingly savvy about leveraging thebenefits of diversity, especially in opti-mizing the talents and contributions oftheir people and emphasizing the stronglinks with business success.

Catalyst 20th Anniversary AwardsCompendiumAlthough the scope and rigor of theinitiatives have increased, the centralcriteria endure. These criteria—measurable results, accountability,business rationale, senior leadershipsupport, communication, replicability,and originality—are clearly sounded inthe Catalyst 20th Anniversary AwardsCompendium. This limited-editionvolume, which details each of the 64Award-winning initiatives, sets the goldstandard for diversity and inclusion inthe workplace. It serves as a benchmarkfor progressive organizations and as an

honor roll of diversity initiatives in thebusiness community.The winning models offer other

organizations the knowledge and toolsto effect meaningful progress in advanc-ing women and embracing diversity andinclusion in all forms. Catalyst hopesthat organizations can learn from andbuild upon the strategies and programscelebrated in the compendium and con-tinue to develop cutting-edge initiativesthat advance women in business. Topurchase a copy of the Catalyst 20thAnniversary Awards Compendium foryour organization, visitwww.catalyst.org.

PDJPDJ

Catalyst is the leading research and advisoryorganization working with businesses and theprofessions to build inclusive environmentsand expand opportunities for women at work.To purchase your copy of the Catalyst 20thAnniversary Awards Compendium, or formore information about the Catalyst Award,and to download free copies of our researchreports, visit www.catalyst.org.

At first, theCatalyst Awardcelebrated forward-thinking ideas andthe potential ofinnovative practices.Now, the awardhonors the processof making changeand proven results.




Armed with a master’s degree in clinical psychology, Ms. Banks—

a former adult probation officer—is responsible for directing

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

retaining top talent often stems from empowering people to thrive

in a corporate culture that values their individuality.

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

a glimpse into Deloitte’s diversity strategies and attitudes.


Interview Redia Anderson Banks Deloitte

Please describe Deloitte’s global presence. Describethe scope and scale of the company to a reader whomay not be familiar with it.Deloitte refers to Deloitte Touche Tohmatsu, which is an organiza-tion of member firms around the world devoted to excellence in pro-viding professional services and advice, focused on client servicethrough a global strategy executed locally in nearly 150 countries.With access to the deep intellectual capital of approximately 135,000people worldwide, Deloitte delivers services in four professional areas—audit, tax, consulting, and financial advisory services — and servesmore than one-half of the world’s largest companies, as well as largenational enterprises, public institutions, locally important clients,and successful, fast-growing global growth companies.

How does Deloitte define diversity and inclusion, asit relates to the efforts within the company?At Deloitte the word ‘diversity’ means all aspects of an individual—not just race, gender, sexual orientation, and ethnicity. It is also usedto describe attributes like age, thinking styles, work habits, careeraspirations and experiences.That said, our mission has grown to be more inclusive, valuing

each of our people for all they are as well as for what they can offer.We recognize that diversity and inclusion is something that mattersto all of our stakeholders—our people, our clients, and our busi-nesses—and we understand that it makes us stronger as individuals,as an organization, as a profession, and as a community.

What are the main components of your D&Iprogram? Is the management of D&I programslargely U.S.-based or present throughout theworldwide organization?Diversity and inclusion programs and initiatives are a fundamentalpart of the Deloitte U.S. Firms’ overall People Strategy and key busi-ness drivers. That said, we actively work to deepen our commitmentto fostering a culture of inclusion by driving performance in threemutually-reinforcing focus areas, which include:

• applying an immediate focus on recruiting and retainingtop talent;

• understanding diverse perspectives to achieve disproportionatelyhigher team value; and

• instilling a mindset of inclusion, rather than just removing barriers.

How do you keep diversity a priority throughoutyour company? Specifically, how do you energizepeople or get their buy-in for diversity?

Diversity and inclusion is tightly woven into the fabric of our organ-ization. It is built into our People Strategy, which calls for us tospecifically meet our hiring needs by making focused efforts toattract qualified minority talent. This is a business imperative, not amatter of achieving some magic ratio. In addition, we make sure thatdiversity is top of mind in our succession planning processes for keysenior management roles in the organization.Additionally, through the “tone at the top” mentality of our CEO-

elect, Barry Salzberg, our leaders are encouraged to “walk the talk” bydemonstrating their own personal commitment to diversity. Forinstance, Mr. Salzberg is the Chairman of the YMCA of greater NewYork and on the board of the Jackie Robinson Foundation. Heregularly works with some of the country’s top historically black col-leges and universities and has a strong presence in a variety of highschools through Deloitte’s strategic partnership with CollegeSummit, a program designed to encourage more low-income kids togo to college.

Are there unique opportunities in your industryfor implementing diversity programs?With a little creativity and some out-of-the-box thinking, the oppor-tunities to implement diversity programs are plentiful. Through ourstrategic partnerships with universities and professional and socialorganizations like INROADS, The Jackie Robinson Foundation,Just One Break (JOB), Association of Latino Professionals inFinance and Accounting (ALPFA), and National Association ofBlack Accountants (NABA), we are able to support the communitieswe serve by creating a link that reaches our team and the community.By doing so, we can continue to create more diversity programs.

CORPORATE LEADERSHIP

What resources (financial and manpower) areallocated to diversity? How do these reflect yourcompany’s leadership commitment to diversity?There are several companywide diversity champions across theDeloitte U.S. Firms. In addition to Barry Salzberg and myself, topprogram leaders include Chief People Officer Paul Parker, andManaging Principal of Talent Cathy Benko—all of whom show the


same level of focus and attention to our programs and initiatives.Through their combined efforts, Deloitte has proven time and

time again that diversity and inclusion is an important differentiatorfor its people and organization as well as in the marketplace. Withsuch programs as the Breakthrough Leadership Program, BusinessResource Groups and Efficacy Training Program, the organizationaims to provide real-life experiences that stretch people’s capabilitieswhile helping them learn from others. Whatever an individual’s levelis, it’s always a two-way experience, and it requires constant attentionfrom our leaders.

Does your company address diversity in its annualreport? Is it important to talk about diversity withshareholders?Each year we release a stand-alone Diversity & Inclusion annualreport that provides an overview of the organization’s accomplish-ments from the previous year and serves as a window into thefuture plans of its programs and initiatives. The annual report is anintegral part of Deloitte’s internal and external communicationsaround its strides to build a true culture of inclusion.

How are decisions about diversity made in yourorganization? Is there a diversity council and whoheads it up? Who participates?Guided by my own leadership and direction, internal decisionsabout diversity are driven by our National Diversity Leadership


THINK TANK

Twelve alumni of the Breakthrough LeadershipProgram were named to a new Think Tank that advisesleadership on key business issues. Pictured withBarry Salzberg, U.S. national managing partner, at left,and Redia Anderson Banks, chief diversity officer, bothof Deloitte & Touche, at right, are (left to right):

Jonathan Campbell, senior manager, Deloitte Consulting

Venisa Ibarra, senior manager, Deloitte & Touche

Andres De Aguero, senior, Deloitte Consulting

Thomas Reynolds, senior manager, Deloitte Services

Ruchir Nanda, senior manager, Deloitte Consulting

Ana Maria Mendez, manager, Deloitte Tax

Kaplan Mobray, U.S. diversity recruiting leader,

Deloitte Services

Grace Garcia Yap, senior manager, Deloitte & Touche

Seidu Sumani, senior manager, Deloitte & Touche

Jenny Chang, senior manager, Deloitte & Touche

Pil Chung, senior manager, Deloitte Consulting

Enrique Olivares, senior manager, Deloitte Consulting


Council. The council is madeup of a diverse group of keyleaders and staff, who developand implement policies andprograms to enable a moreinclusive work environment.

Also, Deloitte’s externalDiversity Advisory Board is anintegral part of helping theorganization meet and fulfillits diversity and inclusiongoals. The advisory boardconsists of six high-profileindividuals, which includes:

• Weldon Latham, Esq.;Diversity Advisory Boardchair; partner, Davis,Wright, Tremain LLP

• Aida Alvarez; former direc-tor, U.S. Small BusinessAdministration

• Jewell Jackson McCabe;chair, National Coalition of100 Black Women; presi-dent, Jewell JacksonMcCabe Associates

• Omar Wasow; executivedirector, Blackplanet.comand Harvard Universitydoctoral candidate

• Alice Young; partner and

chair of the Asia Pacific Practice at Kaye Scholer, LLPInternational Law Firm

• Richard “Dick” Macedonia; president/CEO of Sodexho, Inc.

What evidence makes you confident that you andyour team have developed momentum for theorganization in the right direction? What is thevision for the company in five years?In addition to industry and individual recognitions and accolades forour work around and commitment to diversity and inclusion in theworkplace, the best barometer for our success is the feedback wereceive from our people. There is nothing more reassuring andsatisfying than when someone tells us that the reason they stay withDeloitte is because of one of our progressive diversity programs, thatallows them to feel like an important and contributing member ofour organization.Externally, it is a great honor to be regularly recognized for our

efforts in driving a culture of inclusion throughout the company.Some of our industry recognitions include:

• FORTUNE Magazine’s 2007 lists for “Best Companies,”“Most Diverse” and “Most Women.”

• DiversityInc named Deloitte & Touche USA LLP to its “TopCompanies for Diversity” (2007), “Top 10 for Executive Women”(2007) and “Top 10 for Disabilities” (2007). The firm also madethe “Top 10 for GLBT” list (2005 & 2006).

• The Human Rights Campaign (HRC), a national gay and lesbianorganization, recently included the Deloitte U.S. Firms among the138 major U.S. companies earning a top rating of 100 percent intheir fifth annual Corporate Equality Index.


National Diversity & Inclusion leaders Scott Steffens, partner; ZainMcKinney, partner; Jason Harper, principal; and Joe Dung, partner,attended the Deloitte reception at the 2006 NABA Conference.

“There is nothing

more reassuring and

satisfying than when

someone tells us that

the reason they stay

with Deloitte is

because of one of our

progressive diversity

programs, that

allows them to feel

like an important

and contributing

member of our

organization.”

EMPLOYEEINCLUSIVENESS

How does yourcompany gaugeinclusion ofemployees?What are thetests, measure-ments andbenchmarks(metrics) thatindicate where thecompany is on theinclusion graph?With diversity and inclusion being a part of our People Strategy aswell as a business imperative, accountability is extremely importantto measuring our success. We have implemented several metrics andtools that help us gauge the impact of our efforts. First, we use diver-sity scorecards to measure our efforts on the corporate, regional andfunctional levels based on established goals and objectives. Second,we take a look at the results of the organization’s annual GlobalPeople Commitment Survey, which gives some insight into the levelof satisfaction and ongoing needs of our people at all levels.

Some say diversity is a “numbers game.” How doesyour company know its culture is not just tied up innumbers? How do you celebrate success?As previously mentioned, diversity and inclusion is closely tied toDeloitte’s overall People Strategy and is a part of the organization’score foundation. At our organization, it is about identifying andhiring the best-qualified, high-performing people that bring solidsolutions to our clients. Diversity is an absolute business imperative,not a matter of reaching a magic number or ratio. That said, we

celebrate success by recognizing our people, their individuality andthe differences they bring to the table each day.

How do you deal with those who perceive inclusionprograms for underrepresented groups as beingexclusionary for others? Have you encounteredthis attitude?Throughout the Deloitte U.S. Firms, we firmly believethat all of our people benefit from working in a diverseenvironment. By regularly encouraging a culture of inclusionwe work to give everyone an opportunity to thrive andsucceed across the organization. To do this, we emphasize thefollowing:



EXECUTIVE PROFILE

Redia Anderson Banks

Title: Chief Diversity Officer, National Principal

Years in current position: Six

Education: MA, Clinical Psychology,Trinity University, San Antonio

First job: Federal Bureau of Investigation—Special Agent in the white-collar crime and organ-ized crime units

Philosophy: “Never underestimate the powerof a few committed people to change the world.Indeed, it is the only thing that ever has.”

What I’m reading: Showdown—Good & Evil,by Ted Dekker; East of Eden, by John Steinbeck

Family: Married; one son, one daughter

Interests: In addition to spending time withmy family, I enjoy riding the Harley-Davidsonmotorcycle that my husband recently gave me.I also serve on several non-profit boards suchas the YMCA Camping Services, whose missionis to provide the resources necessary to sendunderprivileged children to summer camp.

Redia Anderson Banks delivers opening remarks to students atBennett College for Women at the “Women of Deloitte” panelduring the Chief Diversity Officers Forum in Greensboro, NC onMarch 21, 2007.



• Ownership of one’s own career. To be successful, one has to beempowered with excellent technical and interpersonal skills.

• We expect employees to demonstrate personal accountability andto be proactive in the way they work individually and with others.

• We also pay close attention to civic engagement and communityinvolvement, as those activities foster leadership skills and demon-strate a sense of integrity.

Please describe your method for orienting new hiresinto your culture. How do you educate new employ-ees about the importance of diversity?Each new hire at Deloitte is required to take an online trainingcourse called “Diversity & Inclusion: Bottom Line Impact” within

the first 60 days of their startdate. The course offers an in-depth look at Deloitte’s cultureof inclusion and its impact onthe organization as a whole. Italso serves to familiarize newhires with our Diversity &Inclusion policies, programs andinitiatives.

Can you name specificways your companysupports upward devel-opment toward manage-ment positions?With opportunities for profes-sional development and careergrowth being an important

driver for recruiting and retaining top talent, we have developed andimplemented a variety of programs for our people at all levels.Among them are the:

• Future Leaders Apprentice Program (FLAP), which was developedto help us recruit accounting students and fill the talent pipeline.Participants receive $5,000 to help pay the costs of their under-graduate or graduate education. Once they start working withinthe Deloitte U.S. Firms, they have the benefit of a mentor andenrollment in a two-year leadership development curriculum.

• Efficacy program and seminars for new hires, which give newminority staff members the opportunity to begin building their

business skills while networking with the leadership as well astheir peers.

• Breakthrough Leadership Program, a comprehensive, cross-func-tional professional development program for high-performingmanagers and senior managers, designed to groom the next gener-ation of minority talent.

• Business Resource Groups, also known as employee networks oraffinity groups, are open to all professionals within the DeloitteU.S. Firms and enable people with like interests and/or back-grounds to network and share best practices. The BRGs includethe Asian BRG; Deloitte’s Parents Network; Gay, Lesbian,Bisexual, Transgender and Allies and the Women’s Initiative, toname a few.

IMPACT DAY

More than 24,000 volunteers across the country

participated in more than 500 projects during the 2006

IMPACT Day, a day that the Deloitte U.S. Firms dedicate

to community service and professional development

workshops.

Pictured are Claudia Quintana, senior, Deloitte Tax, and

Leonel Bueno, consultant, Deloitte & Touche, both

volunteers from the Chicago Business Resource Groups,

who helped to improve the overall efficiency of a

school library by coding and reorganizing books.

The involvement of our BRG members enhances our

marketplace profile as a great place to work through

business development, community service and

professional development workshops.

“I use this to keep

my team focused on

our goals: ‘Never

underestimate the

power of a few

committed people

to change the

world. Indeed, it is

the only thing that

ever has.’”

Where does your personal belief in diversity andinclusion come from? Who were your role models,or was there a pivotal experience that helpedshape your view?My personal belief in diversity comes from my father. I have a sis-ter with cerebral palsy who was denied access to the public schoolsystem when we were growing up. In an effort to ensure that shereceived an education, my father wrote letters to the school andour congressman, fought hard to be heard at education board andtown meetings and played an integral role getting a law passed thatgave her the opportunity to learn. As a result of his efforts, mysister earned her BBA from the University of Texas, San Antonio.

I admire my father’s fortitude and belief in what is right. Hehas a strong ability to have a vision and work toward it, ultimatelyopening doors for people who are unable to do it for themselves.

As Deloitte’s Chief Diversity Officer, I work to apply thesesame ideals and principles to what I do each day. At our organiza-tion, Diversity & Inclusion is the vehicle that enables all of ourpeople to achieve success, regardless of their differences.

How did you get to your present position?What was your career path?In 2001, I was recruited by Deloitte to further develop and driveits evolving diversity and inclusions programs. I was brought onboard as a direct admit principal.Prior to joining the organization, I was a human resources exec-

utive at a major pharmaceuticals company, where I oversaw expe-rienced hire recruiting and served as an HR generalist. Since thiswas more than 15 years ago, I had the good fortune to be a part ofthe discussion around work-life balance and workplace diversityissues, as they were just starting to surface. My very forward-think-ing boss at the time asked me to take on developing the firstiteration of diversity programs for the company.

Who were/are your mentors? What about theirbusiness skill or style influenced you? How didthey help in your professional and personal life?Are you mentoring anyone today?My mentors consist of a diverse group of individuals that I call my“personal board of directors.” Nearly 50 percent of them are a partof corporate America and the other half are not. Through them Ireceive a broad range of perspectives and guidance that help toinform my decision-making process.Given their varying backgrounds and points of view, I am able

to look to each of them as a sounding board for different things at

different times. Having a personalboard of directors has enriched mylife and enabled me to achieve myprofessional and personal goals andobjectives.

What are your specificresponsibilities for advanc-ing diversity and inclusionin your organization?What are the strategiesyou employ to move inclu-sion forward?As Deloitte’s Chief DiversityOfficer, I am responsible for settingthe strategy for the firm’s diversityand inclusion programs so that weare actively attracting and retainingthe best talent in the marketplace.In order to move inclusion forwardthroughout our organization, myteam and I work to supportDeloitte’s business objectives forgrowth and profitability throughtalent pipeline management, en-couraging a culture of inclusion anddriving brand eminence and mar-ketplace recognition.

Have you any “mottos” to rally your teamregarding D&I?There is a quote by 20th century anthropologist Mary Mead thatgoes, “Never underestimate the power of a few committed peopleto change the world. Indeed, it is the only thing that ever has.” Iuse this to keep my team focused on our goals.

What has been your proudest moment as leader inthis company?I am extremely proud of many of Deloitte’s accomplishmentsaround workforce Diversity and Inclusion so it is very difficult forme to choose just one. Frankly, each time one of our people tellsme that a program or initiative has empowered them to achievetheir personal and professional goals or has allowed them to feellike an important and contributing member of our organization, Iknow that we are on the right track.

PDJPDJ


“My mentors consist of

a diverse group of

individuals that I call my

“personal board of

directors.” Nearly 50

percent of them are a

part of corporate America

and the other half are

not. Through them I

receive a broad range

of perspectives and

guidance that help to

inform my decision-

making process.”

The Deloitte U.S. Firms' leadership panel discussionat NABA 2006.

Left to right: Chet Wood, chairman and chief executiveofficer of Deloitte Tax; Tony Reid, principal; Jim Brady,regional managing partner; Redia Anderson Banks,chief diversity officer; and Allen Thomas, partner.



Aflac is well-known for buildingrelationships throughout

communities, but no relationshipis more meaningful to the companythan the one with pediatric cancerpatients.Over ten years ago, Aflac’s

connection with childhood cancerresearch and treatment began whenthe corporation pledged $3 millionto Egleston Children’s Hospital inAtlanta. After the hospital mergedwith Scottish Rite Children’sHospital, the Aflac Cancer Centerand Blood Disorders Serviceof Children’s Healthcare of Atlantawas formed.In 2006, employees gave nearly 6,000 volunteer hours,

and the company donated almost $4 million to this cause.Each month, employees visit the facility to play bingo withthe patients, while Aflac’s sales agents have given over$17 million from their own salaries. This spirit of givingcomes from the top. Recently, Dan Amos, Aflac’s chairmanand CEO, received the Starlight Foundation Award for hiswork with childhood cancer patients and their families.

The Aflac Duck joins in the fightWhen the Aflac Duck was born, its popularitywith consumers garnered the company instantname recognition. Now, the spokesduck splitsits time between promoting Aflac insurance and

spreading the message about pediatric cancer. Specially-themed plush ducks have been sold with proceeds benefitingresearch and treatment for the disease.

Programs that helpthe fight• Aflac Holiday Duck—More than$1 million raised, over 73,000 collectibleducks sold with proceeds benefiting32 pediatric hospitals nationwide.

• Aflac Family Baseball Nights—Courtesy of Aflac, pediatric cancerpatients and their families in 15 citiesare invited to an entertaining night ofbaseball.

• Aflac All-American Baseball Classic—National, premier high school baseballevent for senior athletes. Over 28 MLB

first-round draft picks have been alumni of the game.Proceeds benefit childhood cancer research.

The Aflac Cancer Center is one of the top five pediatriccancer care hospitals in the nation, treating more than300 newly diagnosed cancer patients and over 1,000sickle cell patients each year. Employees and agents haveprovided countless volunteer hours and contributed over$35 million to help make it one of top five pediatric cancercare hospitals in the nation.

Aflac joinsin the fightagainst pediatriccancer

CorporatePhilanthropy

Buffy SwinehartManager, Cause Marketingand PhilanthropyAflac


Aflac

CORPORATE PROFILEName: Aflac, Inc.Headquarters: Columbus, GeorgiaWeb site: www.aflac.comPrimary business: Voluntary benefit offeringsEmployees: 4,300 employees with over 63,000sales agents nationwide

PDJPDJ

Creativity means taking a chance. And that’s

the only way to grow.

I’m interested in a lot of different things. At Hallmark—

working in several different departments—

I’ve had the chance to explore all those interests.

With every job, I came in as a beginner and grew to be an expert.

Within one opportunity, there is always another.

As a creative person, advancing in my career gives me even more

freedom to express myself. I use my mind in ways I never imagined.

That’s what lets me say I love where I am and I love what I do.

rachel britt—production art supervisor

for information on hallmark career opp ortunities , v isit www.hallmark.com/careers.

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

© 2007 hallmark licensing, inc.

Since 2000, Bank of the West hasbeen a strong supporter ofOperation Hope, a growing providerof financial literacy programs andcatalyst for “silver rights,” anagenda focusing on wealth-buildingand urban development for peopleand communities in poverty, regard-less of color or ethnicity.Founded in 1991 in the wake of

civil unrest in Los Angeles,Operation Hope is headed by JohnBryant, a charismatic young leaderand entrepreneur who has taken hismessage of financial empowermentthrough education into governmentaland national arenas, earning thecooperation and praise of major banks, regulatorsand elected officials.Operation Hope’s primary program is “Banking on our

Future,” which brings volunteer bankers into elementary,middle school and secondary classrooms to increase studentawareness of what intelligent saving, spending and use ofcredit can mean for their futures.Bank of the West, whose Chairman Don McGrath sits

on Operation Hope’s board of directors, has invested orcommitted $835,000 to date in support of Operation Hopeand has provided an additional $1 million in such in-kindservices as volunteer banker/teachers and facility space.Through these investments, Bank of the West was able to

launch the financial literacyprogram in Oakland, Portlandand Denver between 2003 and2006. Bank of the Westbanker/teachers havecontributed more than 300hours to classroom presenta-tions before nearly 2,500inner city students.The launch of Denver’s

program in 2006 included

high profile support from Mayor John Hickenlooper andSuperintendent Michael Bennet, which is typical of thecommunity support that greets “Banking on our Future.”Operation Hope and Bank of the West also cooperate in

a joint venture, hybrid banking institution in Oakland’sFruitvale neighborhood. The “HOPE Center” combines atraditional Bank of the West branch with a financial counselingcenter and a cyber-café where clients have free access to theInternet to research personal finance options. Users of thefacility can get computer training and credit counseling aswell as assistance with mortgage applications and even smallbusiness planning and SBA application help.

Bank of the Westinvests in thefuture withOperation Hope



Top: John Bryant, right, is with Chairman and CEODon McGrath in an Oakland classroom.

Above: Art Shingleton, left, CEO Don McGrath andJohn Bryant, right, at a Federal Reserve-hostedmeeting in San Francisco last fall on “silver rights.”

CORPORATE PROFILEName: Bank of the WestHeadquarters: San Francisco, CaliforniaWeb site: www.bankofthewest.comPrimary business: Commercial bankEmployees: 9,735 FTE

Bank of the West

Art ShingletonSVP/Community AffairsBank of the West

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Clarissa King is a 16-year-old highschool junior in Northwest Dallas.

Without even knowing it, she is build-ing her future one brick at a time.For the last three years, Clarissa,

who is a member of Girls, Inc., hasattended the CREW Careers™ programin Dallas. CREW (Commercial RealEstate Women) Careers takes place in26 cities in North America. Throughthis program, Clarissa and more than800 other girls have learned about thefacets of commercial real estate: design,architecture, brokerage, leasing, devel-opment, law, appraisal and many otherfields.The girls also learn about them-

selves. Commercial real estate remains one of those profes-sional fields that is white male-dominated. Through inde-pendent research, CREW Network, and its philanthropicarm, the CREW Foundation, documented pay and promo-tion disparities between men and women in this field.CREW Careers was conceived as a program to better the

work environment for women in commercial real estate. Theclassroom modules and onsite, hardhat tours are a way ofremoving the psychological barriers that prevent even greaternumbers of women from choosing this career path.“Having mentors and role models from CREW has given

me the chance to explore the different careers in commercialreal estate. My involvement has created a curiosity to learnmore and possibly considerstudying commercial realestate after high school,”Clarissa said.Companies that under-

stand the value of diversity inthe workplace fund CREWCareers:• Cushman & Wakefield isthe Global Executive Donorof CREW Careers, makinga multi-year commitment

to encourage girls to consider commercial real estatecareers as an option.

• Starbucks and KeyBank join as strong multi-year leaddonors. Other donors are the law firms Holland &Knight and Akerman Senterfitt;McCarthy BuildingCompanies; National Association of Industrial and OfficeProperties (NAIOP); and Regency Centers. Other part-ners include Appraisal Institute Education Trusts, CREWMiami, Grant Thornton LLP and Perkins Coie, LLP.

With girls like Clarissa in mind, these companies arehelping build a solid foundation for women and for thecommercial real estate world, which will benefit from a morediverse workplace.

CREW CareersTM:building opportunities,one brick at a time

Top: The CREW Careers Charlotte class of 2007 takes afield trip to the Home Federal Savings and LoanBuilding in downtown Charlotte. The girls played“This Old Building,” a game to determine the bestreuse, then met with the actual developers.

Above: A CREW Careers instructor takes students on afield trip to a vacant office building in downtownCharlotte. The girls made their own plans for how toredevelop the building, then met with the actualdevelopers.Anne DeVoe Lawler

2007 ChairCREW Foundation



CORPORATE PROFILEName: CREW Foundation, CREW NetworkHeadquarters: Lawrence, KansasWeb site: www.crewnetwork.orgPrimary business: A professional association dedicated to the success of women inCommercial Real EstateEmployees: More than 7,000 members

CREWFoundation

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Play time for eight-year-old Sarahhas meant sitting in a wheelchairwatching her friends ride swings, climbup ladders and race down the slide.Cerebral palsy may limit Sarah’s abilityto sit, stand and walk, but hercondition has never limited herability and desire to laugh and playwith her friends.Soon, Sarah will enjoy her own

day at the park, thanks to a newbarrier-free playground under develop-ment in her community. Hers is oneof countless success stories generated,in part, by CVS All Kids Can™,a five-year, $25 million commitmentby the CVS Caremark Charitable Trustand CVS Caremark to supportchildren with disabilities.CVS All Kids Can and one of its partners, Boundless

Playgrounds®, celebrated with Sarah during a groundbreakingceremony for another Boundless playground at Jorge MasCanosa (Riverside) Park, in Miami. The CVS CaremarkCharitable Trust pledged $950,000 to help complete eightof these playgrounds under construction in south Florida.The cornerstone of the company’s philanthropy efforts,

CVS All Kids Can is committed to making life easier forchildren with disabilities. In addition to BoundlessPlaygrounds, CVS All Kids Can partners with Easter Sealsand Meeting Street, a nationally and internationallyrecognized innovator ineducational and therapeuticservices for children withdisabilities and developmentaldelays. CVS All Kids Canaims to build barrier-freeplaygrounds so children of allabilities can play side-by-side;to raise awareness in schoolsand local communities about

the importance of inclusion; and to provide medical rehabili-tation and related services to children with disabilities.

“CVS All Kids Can creates positive outcomes andlong-term success for children with disabilities by increasingopportunities for learning, physical activity and play. Inmany cases we support settings which bring children withdisabilities together with their typically developing peers.In the end, our work truly benefits children of all abilities,”says Eileen Howard Dunn, Vice President, CorporateCommunications, CVS Caremark.

CVS All Kids Can™offers children withdisabilities theopportunity to learn,play and succeed

Top: Jeb Bush, former Governor of Florida, celebratesthe groundbreaking of a new CVS All Kids CanBoundless playground with 8-year-old Sarah Busanskyand her mom, Stefani, at Jorge Mas Canosa (Riverside)Park, in Miami.

Above: Groundbreaking—David Rickard, Executive VicePresident of CVS Caremark, breaks ground on a newCVS All Kids Can Boundless playground with Jeb Bush,former Governor of Florida, and Manuel Diaz, MiamiMayor, along with children from the community atJorge Mas Canosa (Riverside) Park.

Eileen Howard DunnVice PresidentCorporate CommunicationsCVS Caremark



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CVS Caremark

CORPORATE PROFILEName: CVS Caremark CorporationHeadquarters: Woonsocket, Rhode IslandWeb site: www.cvs.comPrimary business: Integrated pharmacy servicesEmployees: 182,000

http://www.diversityjournal.com/lexicon

Yvette T. recalls a time in her lifewhen she thought financial issues

would make becoming a homeownerimpossible. She said, “All the oddswere against me. If it were not for thisopportunity through Habitat, I thinkwe would always live in an apartmentand never get out of the cycle of poverty.”Yvette T. is one of 16 families

whose lives will be transformed by thelargest Habitat for Humanity effort inNashville history. More than 600employees constructed wall panels for14 new Habitat homes in the RymanExhibit Hall at Nashville’s Gaylord Opryland Hotel.The homes will be completed in Nashville Area Habitatfor Humanity’s (NAHFH) all-Habitat Providence Parkcommunity this spring. DCFS employees scheduled thevolunteer activity as part of their annual Field SalesConference in Nashville.“Habitat for Humanity helps people to help themselves

and to break the vicious cycle of poverty through homeownership,” said Klaus Entenmann, President and CEOof DaimlerChrysler Financial Services Americas LLC.“We are pleased to partner with Habitatfor Humanity to build on our commit-ment to financial empowerment in ourcommunities.”“We will provide the building

materials, tools and safety equipmentnecessary to construct the interior andexterior walls,” said Gary Bigelow,COO of NAHFH. “The experience willbe similar to the build site withoutconcern for the weather.”

DCFS representatives plan to returnto Nashville and attend dedication cere-monies for the families that are purchasingthese homes. The dedication ceremonywill be held Sunday, April 29, 2007.“With the help of DaimlerChrysler

Financial Services we can finish the 140Habitat homes in Providence Park in2007,” said Chris McCarthy, NAHFH.“Then, the neighborhood and communitywill be complete for everyone to enjoy.”DaimlerChrysler Financial Services

has partnered with Habitat for Humanityin communities across North America.

DCFS regularly schedules community volunteer activities aspart of its meeting and conference programs.DaimlerChrysler Financial Services Americas LLC

provides brand-specific financing for automotive dealers’inventories and their retail consumers, and conducts businessas Chrysler Financial and Mercedes-Benz Financial.DaimlerChrysler Financial Services is one of the leadingfinancial services organizations worldwide.

For more information, visit their Web site at:www.daimlerchryslerfinancialservices.com/na.

Nashville AreaHabitat for Humanityand DaimlerChryslerFinancial Serviceskick off largestHabitat buildin Nashvillehistory

Prior to becoming home owners, Habitat for Humanity partner familiesmust complete 475 hours of “sweat equity” at the build site and in theclassroom. Yvette T. stops from building her new home, for a moment,to pose with three vice presidents from DaimlerChrysler Financial

Services. The Nashville Area Habitat for Humanitybuilt a record 50 homes in 2006, 38 locally and12 abroad. From left: Richard Howard, VP,DaimlerChrysler Truck Financial; Chris McCarthy,President and CEO, NAHFH; Yvette T. (recipient);William F. Jones Jr., VP, Chrysler Financial; andJürgen Rochert, VP, Mercedes-Benz Financial.

Klaus EntenmannPresident and CEODaimlerChrysler FinancialServices Americas LLC



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CORPORATE PROFILEName: DaimlerChrysler Financial Services Americas LLCHeadquarters: Farmington Hills, MichiganWeb site: www.daimlerchryslerfinancialservices.com/naPrimary business: Automotive financeEmployees: 5,600

DaimlerChrysler

Different perspectives generate fresh ideas. That’s why at Bank of the West, we value diversity and equal opportunity for all our employees. Year after year, we continue to grow stronger thanks to our unique blend of people. After all, in today’s competitive banking environment, it is our employees with innovative ideas that keep us a step ahead of the rest.

© 2007 Bank of the West. Member FDIC.

www.bankofthewest.com

AT BANK OF THE WEST, WE BELIEVE OUR CUSTOMERS ARE WELL SERVED BY EMPLOYEES WHO ARE WELL SERVED.

[ BANK OF THE WEST ]

WANT TO WORK FOR A TRULY GREAT BANK?



Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. M/F/D/V

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More than 130 residents of theYMCA of Greater Cleveland’s

award-winning transitional housingprogram, Y-Haven, now have theopportunity for job training and place-ment through a new vocationalproject, “Green Team,” made possibleby a $150,000 Key Foundation grant.Named for its focus on placing

individuals in cleaning and mainte-nance industry jobs, Green Teamincludes the classroom and fieldtraining needed to develop work-relatedskills and proficiency. The curriculumconsists of two weeks of orientation,training preparation and initial skill assessments; one weekof Occupational Safety and Health Administration (OSHA)training and related safety issues; six weeks of practicalimplementation and skills testing; and a final week of reviewand written tests of skills, knowledgeand safety procedures.“Key is a long-time supporter of the YMCA,” says

Glenn Haley, president and CEO of the Greater ClevelandYMCA. “Their donation to our Green Team projectprovided a much-needed revenue stream to expandY-Haven’s services and offer additional employmentopportunities to our community’s homeless population.”Over their two-year transition with Y-Haven, the men

of Green Team will provide quality maintenance tocontracted sites, establishing a revenue stream to help sustainthe program. These men will then gain employment upongraduating from the Y-Haven program.“Green Team epitomizes our efforts to invest in programs

and organizations that promote workforce development,”

says Margot J. Copeland, chair of theKey Foundation and director ofcorporate diversity and philanthropyat KeyCorp. “By providing job trainingand placement opportunities, thisprogram transforms the lives of itsparticipants as well as positively affectingthe community at large by fosteringa healthier economy and elevatingcivic spirit.”Key Foundation is a private

foundation funded by KeyCorp.Charitable grants are given by thefoundation to charitable organizationsin the communities that Key serves.

Grants from Key Foundation principally support organiza-tions and institutions that promote economic independencethrough financial education and workforce initiatives thatfoster diversity and inclusion.

Key grant helpshomeless accessjob training

Margot J. CopelandChair of the Key FoundationDirector of CorporateDiversity & PhilanthropyKeyCorp


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CORPORATE PROFILEName: KeyCorpHeadquarters: Cleveland, OhioWeb site: www.key.comPrimary business: Banking (Key companies provideinvestment management, retail and commercial banking,consumer finance, and investment banking products andservices to individuals and companies throughout theUnited States and, for certain businesses, internationally.)Employees: 20,000

KeyCorp

One of the first graduates receiving hiscertificate of completion. Nine people graduatedin December, 2006; eleven in March and threein June, 2007.

www.pw.utc.com

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

“OUR GREATEST ASSET IS OURDIVERSITY. TOGETHER, WE DRIVEINNOVATION.”

Earl Exum, Director, Global Repair Services

Motorola and theMotorola Foundation

(www.motorola.com/giving) cultivatethe skilled scientists and engineersneeded to create tomorrow’s new ideasby supporting programs that inspireyoung people, particularly girls andunderserved minorities, to embracescience and math at an early age.The Motorola Foundation’s

$60,000 multi-year commitment toProject Exploration (www.projectex-ploration.org) supports its Sisters4-Science program, which combinesscience exploration with leadershipdevelopment for approximately 100minority middle- and high-school girls in Chicago.Sisters4Science creates a safe space for girls to explorescience, exposes girls to a wide variety of women scientists,and develops leadership and communication skills. Womenscientists regularly assist with Sisters4Science sessions ontopics ranging from anatomy to paleontology andengineering to chemistry.For example, during a recent “World of Engineering”

project, students experienced the various disciplines ofengineering. A computer engineer worked with the girls todesign a Web page. An industrial engineer led the girls in“acting out” the production process, having them calculatethe cost of materials and identify the pros and cons of manu-facturing the product. A mechanical engineer had the girlsdesign a paper car that could travel the farthest distance withone puff of air.Together the girls attended the Northwestern University

School of Engineering’s annual career day for girls, where

they visited engineering labs, observedprofessors and students doing real scienceexperiments and participated in hands-on design activities.In the past seven years, 92 percent

of Project Exploration students havegraduated from high school and57 percent have enrolled in a four-yearcollege. Girls who participate in ProjectExploration’s programs are majoring inscience at rates five times the nationalaverage. These statistics are excitingbecause the program targets studentsfrom low-income families who are notnecessarily academically successful.

“I already feel successful.[Participating in Project Exploration] feels likean accomplishment already. If I can do this,what else can I do? I think I have a futurein science. Before, I didn’t really think muchabout it.”

- Britney, 13, current student, first-year participant

Motorola supportbrings Chicagogirls closerto science

Eileen SweeneyDirectorMotorola Foundation



Motorola

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Project Exploration’s Sisters4Science programuses female scientists to engage girls inexploring science.

CORPORATE PROFILEName: MotorolaHeadquarters: Schaumburg, IllinoisWeb site: www.motorola.comPrimary business: Wireless and broadbandcommunicationEmployees: 70,000

healthy businessa rare combination

As a recipient of a recent award

from the INROADS program,

UnitedHealth Group is becoming

better known for its efforts in

supporting educational oppor-

tunities for African-American,

Hispanic and Native American

college students. This year, the

UHG Foundation will be offering

over $700,000 in scholarships

to diverse minority and rural

students.

At UnitedHealth Group, we are a healthy business in more ways than

one. We are a Fortune 100 company identifi ed as one of the two most

admired companies in the health care industry by rankings published

in Fortune magazine. Each day we also have the privilege to make a

significant difference in someone’s life. Sound like a rare combination? It is.

• Nursing

• Marketing

• Operations

• Sales

We are UnitedHealth Group…Whether it’s a nurse answering questions on the phone, a technologist managing a health information database or any of us holding thousands of positions at UnitedHealth Group, each person’s role is important. Every single one of us is valued. Become one of us! Join one of our winning teams and you’ll be inspired to discover your own mix of professional advantages and personal rewards.

At UnitedHealth Group, we believe diverse viewpoints, cultural backgrounds, beliefs, lifestyles, and a number of various dimensions of difference are assets – assets that help us generate the innovations of tomorrow. You can join our dynamic culture of excellence at any of our 200 loca-tions across the U.S. Here are just few areas with available positions:

• Finance

• IT

• Actuarial

• Medical Directors

To find out more about these and other opportunities with UnitedHealth Group nationwide andto apply online, visit our CAREERS page at www.unitedhealthgroup.com. Feel free to performa search using location and/or keywords. Or, you may send your cover letter and resume [email protected]. UnitedHealth Group offers a full range of comprehensive benefits,including medical, dental and vision, as well as a matching 401(k) and an employee stockpurchase plan.

At UnitedHealth Group, we want to celebrate you as a unique individual, complimenting the richness ofour diverse culture and talent. UnitedHealth Group is an equal opportunity employer.

Diversity creates a healthier atmosphere:An equal opportunity employer. M/F/D/V.


Community involvement atNationwide extends beyond the

boundaries of financial contributions.Nationwide associates donate thou-sands of hours every year, putting theirhands, hearts and minds at the serviceof their communities.In September of 2005, the company

launched the On Your Side VolunteerNetwork, an innovative, Web-basedprogram that helps associates search forand find volunteer activities that match their locations,availability, personal passions and skills.So far, the program has energized more than 3,000

Nationwide associates to log nearly 40,000 hours of service.And while these activities are having a direct impact on thelandscape of communities across the country, associates saythey, too, are reaping the benefits of volunteerism.Nationwide Associate Kimberly Branham volunteers as a

Girl Scout Troop Leader and as a tutor for a fourth-gradechild. She says her involvement has helped her contribute toher community, and also to her own development.“As a scout leader, I feel that if I can get a group of

hormonal preteens to peacefully exist at camp for three days,I can handle anything! And in the process of helping thegirls, I’ve developed so many skills that help me in theworkplace and in my personal life,” she said.Community involvement has also helped Branham

understand the important impact herwords and actions can have on anotherperson. “When I gave the student thatI tutor a Valentine’s Day card, he just litup. That meant a lot,” she said.The On Your Side Volunteer

Network also enables associates to trackthe hours they spend volunteering andprovides incentives for participation,such as the ability to earn paid time off,grant money for their volunteer organiza-

tion and internal recognition.Leilani Shaw, a Nationwide associate who volunteers

with Children & Families of Iowa, says the programdemonstrates the company’s commitment to associates.“When Nationwide began allowing associates to volunteertheir time and donate to the nonprofit organizations of theirchoice, it showed they have a consideration for our valuesand needs,” she said.

Nationwideencouragesand rewardsvolunteerism

Chad A. JesterPresidentNationwide Foundationand Vice PresidentCorporate Citizenship& Customer Relations


CORPORATE PROFILEName: NationwideHeadquarters: Columbus, OhioWeb site: www.nationwide.comPrimary business: Insurance and financialEmployees: About 35,000

Nationwide

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Nationwide Associate Kimberly Branham tutors afourth-grade student in reading—a volunteeropportunity she found through the On Your SideVolunteer Network.

His legacy lives on.

Thurmond B. WoodardChief Ethics, Privacy & Compliance Officer

Vice President, Global Diversity

1949 - 2007

“Thurmond, in life and forever in our memory, provides us a lasting model of what we stand for, what we should strive for and why it matters.”

Michael Dell

When one person can’t find a usefor something, someone else

often views the same item as if it wereworth its weight in gold. This phe-nomenon can be seen every day in thecase of the thousands of products thatOffice Depot donates to Gifts In KindInternational (GIKI) each year.Numerous items for which the leadingoffice products company no longer hasa use are exactly what hundreds ofnonprofit organizations around thenation and throughout the world doneed. It’s a classic win-win situation!“Office Depot is recognized for its leadership in product

donations. Each year nearly a thousand nonprofits receivefree and useful office supplies through Gifts In KindInternational’s partnership,” says Barbara Florence, theorganization’s vice president for donor development.“We are honored to work side-by-side with Office Depot.”Since establishing the partnership in 2001, Office Depot

has donated hundreds of thousands of products worthtens of millions of dollars through GIKI. Each of thecompany’s retail stores and warehouse facilities ismatched with a local charity, which receives ongoingdonations ranging from office supplies and furniture totechnology products, computer software and accessories.These items enable charities to stretch their budgets andmaximize their resources for the delivery of criticalcommunity services. In addition, school suppliesdonated by Office Depot help to ensure that childrenfrom low-income families have the resources to reachtheir full potential.

The impact of these in-kinddonations is widespread and profound.Supplies that Office Depot donated tothe Idaho PTA were given to a schoolthat had lost most of its library andoffices in a fire. In Delaware, scrapbooksand supplies from Office Depot becameholiday gifts that helped disadvantagedteens to exercise their creativity andimagination. And in Alexandria, Va.,the donations enabled a local YMCA tosupply its “Operation Hero” homeworkhelp program for an entire school year.

Office Depot also regularly makes in-kind productdonations to Feed The Children and the SHOPA Kids inNeed Foundation’s nationwide network of resource centersfor teachers. The contributions clearly demonstrate thecompany’s commitment to serving the community, whilealso helping to protect the environment by reducing waste.In that respect, the program is actually a win-win-win!

Office Depot turnsin-kind donationsinto treasure

Mary WongPresidentOffice Depot Foundation


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Through Office Depot's GIK program in Houston,TX local charities like the United Way receiveschool and office products and distribute themto deserving charities.


Office Depot

CORPORATE PROFILEName: Office DepotHeadquarters: Delray Beach, FloridaWeb site: www.officedepot.com andwww.community.officedepot.comPrimary business: Office supply products and services,technology, office furnitureEmployees: 52,000 associates globally

ONEOK, Inc.’s Volunteers WithEnergy program (VWE) was

founded in 1993 and encompasses thetri-state region of Oklahoma, Kansasand Texas—areas where the majority ofits employees work and live. Its missionis to improve the quality of life byhelping others through volunteerparticipation in community serviceprojects and civic activities.ONEOK, headquartered in Tulsa,

Okla., is a diversified natural gascompany that distributes natural gas tomore than two million customers, mar-kets gas to its customers—primarily local gas distributioncompanies—and is the general partner of ONEOK Partners,one of the largest publicly traded master limited partnershipsin the country. FORTUNE magazine recently recognizedONEOK as one of the most admired companies in Americaand the number one energy company.Since 2003, VWE has answered the call of more than

400 requests for volunteers. In 2006, 1,245 ONEOK employ-ees donated more than 9,250 hours of volunteer service.Bill Novak, a

financial accountantwith Texas GasService, a divisionof ONEOK, val-ues the time hehas investedbuilding housesfor Habitat forHumanity

through Volunteers With Energy. Heremembers well why he pledged to dedicateso much time to VWE’s Habitat forHumanity projects: He was given a personaltour by a seven-year-old child of the firsthouse he helped build. “Working alongsidethat family for so long and then seeing thatchild experience something that, in hismind, was so grand was very emotional,”Novak says.ONEOK is a long-standing supporter of

Habitat for Humanity. Oklahoma NaturalGas and Kansas Gas Service, both divisionsof ONEOK, have also dedicated numerous

hours and labor through VWE helping to build homes intheir communities.Volunteers With Energy is about more than fulfilling a

civic duty. For the ONEOK volunteers who graciously giveup weekends and evening hours, it is about really making adifference in the communities in which they live and work.“Volunteering is the importance of serving others,” saysformer VWE Chair Mae Williams. “Our impact has changedlives and encouraged others to do the same.”

ONEOK’scommitmentto improvingcommunities

Ginny CrevelingExecutive DirectorONEOK Foundation


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

ONEOKFoundation

CORPORATE PROFILEName: ONEOK, Inc.Headquarters: Tulsa, OklahomaWeb site: www.oneok.comPrimary business: A diversified energy company and the general partner and 45.7 percentowner of ONEOK Partners, L.P.Employees: 4,544


Oracle received the Corporation ofthe Year Award at the United

Negro College Fund (UNCF) AnnualAwards Dinner held in January 2007 atthe Oakland Marriott City Center inOakland, California. During the awardceremonies, Oracle was recognized forits outstanding commitment to theeducation of today’s youth.

A Partnership that Makesa DifferenceOracle has had a unique partnership with the UNCF since1998. The company’s support has made it possible for UNCFmember schools to have access to state-of-the-art technologyas well as the funds necessary to give students a qualityeducation.In 2002, Oracle was asked to play an integral part in the

UNCF Technology Enhancement Capital Campaign, aprogram to provide historically black colleges and universitiesaccess to advanced teaching and learning methods, andcutting edge technology within degree programs.Oracle answered with a donation of $9 million in

database management software and $1 million for trainingfaculty and students in the use of this new software.In addition, Oracle also instituted the Oracle ScholarsProgram, that provided over $446,000 in scholarships foryoung men and women majoring in accounting, businessadministration, engineering, finance, human resources,and marketing. These students receive grants to completetheir studies during the school year and in the summerhave an opportunity to intern at Oracle and receive specialmentoring from company employees.

One such student is AduramigbaSopeju from Benedict College. “Duringthe summer of 2006, I had the opportunityto intern at Oracle,” says Sopeju. “Myproject involved the development of busi-ness and human resources applications. Atthe end of the summer, I was able to buildand deploy two applications. I was alsoable to learn some managerial skills.”Last year, Oracle realized the critical

need for additional assistance for youngpeople in certain economically distressed

areas. A Community Impact Grant of $250,000 was awardedto young people from Bayview-Hunter’s Point, Richmond,East Palo Alto, East Oakland, and Marin City. With thisgrant, they will have an opportunity to receive the collegeeducation they deserve and break the cycle of poverty.

Oracle namedCorporation of the Yearby the United NegroCollege Fund

Jane RobertsonSenior DirectorOracle Diversity


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Oracle

CORPORATE PROFILEName: OracleHeadquarters: Redwood Shores, CaliforniaWeb site: www.oracle.comPrimary business: Enterprise softwareEmployees: 68,000+


Changing neighborhoods.Changing lives.

National City is committed to strengthening the communities we serve. Our efforts lead the way to new opportunities and help build a brighter tomorrow.

Visit NationalCity.com/About to learn more.

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

Ascientist working on a database toimprove patient care at a refugee

camp in northern Kenya. A researchmanager bringing her skills to bear onan AIDS vaccine clinical trial inUganda. A doctor assessing training formedical colleagues in Russia.These are the faces of Pfizer’s Global

Health Fellows Program (GHF), aninnovative public-private partnershipleveraging Pfizer’s most valuableresource—its people—to addresssystemic public health challenges indeveloping nations.Now in its fourth year, the GHF

program selects volunteers from amongPfizer employees to serve with nonprofitsin developing countries. The goal:transfer knowledge and skills to buildcapacity that will be helpful long after they have gone home.The 128 scientists, clinical researchers, analysts, nurses,doctors, and HR managers whom Pfizer has deployed to 30developing countries all share an incredible desire to do good.But with the strategic guidance, established partnerships, andtechnical resources of Pfizer, they become powerful catalystsfor change. The GHF program also manifests Pfizer’soverarching purpose: helping people live longer, healthier lives.Pfizer works with experienced non-governmental organiza-

tion (NGO) partners to identify high impact assignments,encouraging employees to apply for deployments from 3-6months. Pfizer pays their salaries and expenses, while main-taining their jobs at home, and provides grants to NGOpartners to help leverage the work of the Fellows. Therange of projects is wide. Fellows have helped train clinicaland research personnel in medicine and pharmacy,strengthened laboratories and financial systems, writtenclinical protocols, and designed fundraising strategies.What’s more, they have trained local staff to continuethis work.

Partnering NGOs report numerous benefits to their organ-izations and the communities they serve. The program has wonalmost universal support from partner organizations—one part-ner calculated that it would have cost up to $150,000 toreplicate what one Fellow produced.For the Fellows, the personal and business results have

been abundant. Survey results show that for 88 percent ofFellows, the experience met all or most of their personal andprofessional development goals, and 69 percent of supervisorsreport greater pride in the company because a group memberwas a Fellow. You can find out more about the GHF programat www.pfizer.com.

Pfizer’s GlobalHealth FellowsProgram addressesworld healthchallenges

Alison HagerGlobal Health Fellows,sixth round, BusinessEnabling GroupPfizer Inc


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Pfizer

CORPORATE PROFILEName: Pfizer IncHeadquarters: New York CityWeb site: www.pfizer.comPrimary business: PharmaceuticalsEmployees: 100,000

Top: Global Health Fellow Dennis Vargoteaching Pharmacology students duringRounds at the Infectious DiseaseInstitute in Uganda; Middle: FellowJoAnne Blakely’s shot of a fire outbreaknear the AMREF health center inNairobi’s Kibera slum; Bottom: FellowTsuneo Tsubaki worked with a VelloreIndia blood bank to increase donations.


N e v a d a : B e l l a g i o • M G M G r a n d • M a n d a l a y B a y • T h e M i r a g e • Tr e a s u r e I s l a n d • M o n t e C a r l o • N e w Yo r k - N e w Yo r k • L u x o r • E x c a l i b u r • C i r c u s C i r c u s R a i l r o a d P a s s • P r i m m V a l l e y R e s o r t s • S i l v e r L e g a c y • C i r c u s C i r c u s R e n o • C o l o r a d o B e l l e • E d g e w a t e r • G o l d S t r i k e • N e v a d a L a n d i n g

O u t s i d e N e v a d a : B e a u R i v a g e • G o l d S t r i k e - Tu n i c a • G r a n d V i c t o r i a • M G M G r a n d D e t r o i t

mgmmiragedivers i ty.com

The National Center for FamilyLiteracy (NCFL) developed and

piloted a program over the past yearthat addressed the specific literacy needsof Spanish-speaking Hispanic families.La Lectura en Familia/Families ReadingTogether was made possible with a$120,000 grant from the Pitney BowesLiteracy and Education Fund.“Pitney Bowes gave the funding and

resources that enabled us to make thisprogram a reality,” said EmilyKirkpatrick, senior director, NCFL. Thegrant funded virtually all aspects of the program, from theteam of NCFL literacy experts who brainstormed the idea,to the development, design and printing of curriculum, parentresource and facilitator’s guides. It also covered the feesassociated with piloting the program and measurement tools,including before and after surveys for parent and childparticipants.The program provided two 90-minute workshops to give

parents early literacy skills to support their preschool children.Topics included language development, phonologicalawareness, alphabet knowledge and book awareness.Parents from 160 Hispanic families participated in pilotprograms offered in Albuquerque, N.M.; New Rochelle,N.Y.; and Denver, Colo.“The program was very successful,” said Cindy

Nelson, project manager, NCFL. “In just two short ses-sions, parents became aware of how important it is to readwith their children and to involve literacy in their every-day routines.”

According to NCFL, after the programended, 50 percent of parents reportedthey now had a library card, compared to35 percent prior to attending the work-shop. Library visits increased by 29 per-cent and parents reported increases in howoften they read to their children. In addi-tion, children showed an average gain of

2.38 points on the Get Ready to Read! screening tool, twicethe gain made by a control group of comparison children.“The results from La Lectura en Familia define its success,”

said Polly O’Brien Morrow, president of the Pitney BowesLiteracy and Education Fund. “This effective program hasraised parental awareness of the important role they play inencouraging their child’s educational development. We’reproud to be a part of this program, which has made adifference in the lives of so many children and families.”

Pitney BowesLiteracy and EducationFund grant launcheshispanic familyreadingprogram

Polly O’Brien MorrowPresidentPitney Bowes Literacyand Education Fund


Pitney Bowes

CORPORATE PROFILEName: Pitney Bowes Inc.Headquarters: Stamford, ConnecticutWeb site: www.pb.comPrimary business: Pitney Bowes provides the world’s mostcomprehensive suite of mailstream software, hardware, servicesand solutions to help companies manage their flow of mail,documents and packages to improve communication


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Above: A family enjoying some time togetherreading as participants in the Hispanic LiteracyProgram.

Imagine standing at an ATM whereevery button and every prompt onthe screen is a puzzle—because youcan’t read.A national adult literacy survey

showed that 21-23 percent of adults inthe nation are at the lowest level ofliteracy—this translates to 40 to44 million adults who are functionallyilliterate. For them, it’s a struggle evento use an ATM or navigate a city street.But Pratt & Whitney volunteers in

the Power to Read program are working hard to ensure thatstudents at Hockanum Elementary School in East Hartford,Conn., aren’t challenged by everyday life in this way.“One of the most important things we can do as a

company is teach our children to read,” says Public AffairsManager Cynthia Forbes, who oversees all of the company’svolunteer and contributions programs. “Once they can read,there’s nothing they can’t learn to do. It opens up so manywindows of opportunity for them.”Power to Read, patterned after a highly successful

Phono-Graphix tutoring programestablished at the Timber TraceElementary School in Palm BeachGardens, Fla., in 1998, teaches stu-dents to recognize letters as sound pic-tures to improve their reading skills. In2000, Pratt & Whitney partnered withthe Raymond Foundation, a nonprofiteducational organization (http://ray-mondfoundation.org), to create the

Power to Read program at Hockanum.Today, over 70 employees with diverse

backgrounds and job responsibilities vol-unteer one hour a week during the schoolyear to serve as reading tutors for studentsin first through fifth grade, an engagingexperience that reaffirms the importanceof individual contributions and responsi-ble corporate citizenship. Since its incep-tion, the Power to Read program hashelped nearly 500 students improve theirreading skills an average of one grade level

after only 22-25 weekly sessions, giving them the power toread and the power to succeed.The Pratt & Whitney contributions program reaches more

than 20 states in the United States and the territory of PuertoRico, as well as Canada, Russia and India. Pratt & Whitneyinvests about 30 percent of its annual contributions budget ineducation initiatives, including Power to Read, as part of agiving strategy that supports math and science education, artsand culture and the environment.

Pratt & Whitneyvolunteers give studentsthe ‘power to read’

Cynthia Z. ForbesManager, Public AffairsPratt & Whitney


Pratt &Whitney

CORPORATE PROFILEName: Pratt & Whitney (a United Technologies company—UTX)Headquarters: East Hartford, ConnecticutWeb site: www.pw.utc.comPrimary business: A world leader in the design, manufacture and serviceof aircraft engines, space propulsion systems and industrial gas turbines

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Adolescent obesity can lead to pre-ventable health-related conditions

according to recent studies makingnews headlines. The Ambler, Penn.,YMCA is taking on this challengingissue through a unique program fundedby a $30,000 grant from Rohm andHaas Company’s CommunityPartnership Initiative.The YMCA’s Hip Kids program

promotes good food and health choicesamong children ages 8 to 12. “We knew we had to addresschildhood obesity,” Daniel Silverman, senior program directorat the YMCA Ambler facility, explains. “Through the Rohmand Haas Community Partnership Initiative grant, we areable to hire and train staff, which is critical to properlyimplementing the program. We also provide program feereimbursements to recipients who complete the program,and purchase incentive gifts for the children as they reachmilestones in achieving their personal healthand fitness goals.”Hip Kids is a 12-week program, which

requires at least one parent to participate withthe child to help increase chances of success.Parents meet with a nutritionist one-on-oneand with their child to learn about makinghealthier eating and exercise choices.Rohm and Haas Company offers

Community Partnership Initiative grants in

seven communities where it has manufac-turing or research operations in theUnited States and awards $210,000annually through this program. Thecompany’s Community Advisory Councils(CACs) identify the most pressingneeds in the community and select theorganization and program best positionedto impact that need.Rohm and Haas Community

Partnership Initiative has awarded nearly$1.7 million over the past nine years, and has had lastingimpact in communities across the country. Cindy Meyers,YMCA of Ambler fitness specialist, notes, “We started theHip Kids program two years ago. A total of 30 kids have gonethrough a 12-week program and 28 remain active afterwards.We’ve even had families join the Y so they can exercisetogether. The CPI grant allowed us to invest the time toget this program off to a great start.”

‘Hip Kids’ helpscombat adolescentobesity from Rohmand Haas CommunityPartnershipInitiative (CPI)

Barbara Del DukeNorth AmericanCommunications SpecialistRohm and Haas


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Rohm and Haas Community Partnership Initiative(CPI) program empowers communities to partnerwith nonprofits to administer fun, educational,and life-changing programs for neighboringschool age children.


Rohm andHaas

CORPORATE PROFILEName: Rohm and Haas CompanyHeadquarters: Philadelphia, PennsylvaniaWeb site: www.rohmhaas.comPrimary business: ManufacturingEmployees: Approx.16,000 globally

According to recent research, nearly4.4 million students who graduate

from high school this decade will notattend a four-year college becausethey believe they cannot afford it.Scholarships play a critical role inhelping deserving students bridge thefinancial gap to attend college.As a leader in increasing access to

higher education, Sallie Mae addressesthe financial need by providing scholarship dollars to helpstudents achieve their education dreams through its charitablearm, The Sallie Mae Fund. In 2006, more than 1,000 studentsnationwide received scholarships totaling $2.6 million.“While for many promising young adults, paying for

college often seems impossible, scholarships can make apractical difference for students each year in meeting thecost of college,” said Kathleen deLaski, president of TheSallie Mae Fund.To provide these scholarship programs for

underserved students, The Fund collaborateswith a number of similar organizations, suchas the Hispanic College Fund (HCF).The Sallie Mae Fund and HCF created the

First in My Family Scholarship in 2001. Theeffort, which provides scholarships to studentswho are the first in their family to attendcollege, benefited 178 Hispanic-Americanstudents in 2006 through scholarships rangingfrom $500 to $5,000. Since its founding in

1993, HCF has given more than$6 million in scholarships to morethan 2,800 Hispanic-American students.Scholarship recipient Jose Manaiza

spoke his first words in English to astranger beside him on a flight fromHonduras to the United States. Thosesimple words of, “Hello my name is Jose,”set in motion Manaiza’s personalAmerican Dream.

In less than a year, Manaiza earned his high school diploma.With assistance from HCF and The Sallie Mae Fund, hebegan his college journey at UCLA, where he will graduatewith top honors this year.“I represent the struggle of every Hispanic who overcomes

barriers and succeeds against adversity,” says Manaiza. “Mymessage is about following dreams, never giving up. Thanks tomy family’s initiative, The Sallie Mae Fund and HCF, I nowlive in a nation where I have greater expectations.”

Kathleen deLaskiPresidentThe Sallie Mae Fund


Ean Garrett, American Dream Scholarshiprecipient, Howard University.


Sallie Mae

CORPORATE PROFILEName: The Sallie Mae FundHeadquarters: Reston, VirginiaWeb site: www.SallieMae.comPrimary business: College saving plans and student loansEmployees: 12,000

The Sallie MaeFund makescollege possiblefor thousandsof studentsin need

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If you give food to a hungry person,they can eat for a day. But if you givethem skills, knowledge and opportunity,they can thrive for a lifetime. Thisadaptation of a familiar adage is whatwe believe at the Sodexho Foundation.Feeding people is only one part of thesolution. The long term solution isto empower them with skills,knowledge, opportunity and, mostimportantly—hope.Put into action, the mission works. Just ask Watonah “Toni”

Harris. Just a few years ago, this single mother struggledto support her two daughters through public assistanceprograms. She could barely pay for rent, utilities and food.Summoning the will to change her life, Toni joined the

Community Kitchen program at the Community Food Bankof New Jersey. She learned cooking skills, menu planning,proper nutrition, safe food handling and workplaceskills. Through the program, Toni earned afood handler’s license, a ServSafe sanitationcertificate and cooking skills. It was worth it—today, Toni works for Sodexho as a cafeteriaand catering cook for a hospital in Virginia,and also handles inventory and foodsafety tracking.Community Kitchen is a national program

of America’s Second Harvest—The Nation’sFood Bank Network. Through their culinaryclasses, Community Kitchen students prepare

balanced meals that are, in turn, servedto other people in need. Sodexho supports30 Community Kitchen programsnationwide, with grants and jobplacement opportunities for qualifiedcandidates from among the 600-plusprogram graduates.Since 1999, the Sodexho Foundation

has been committed to helping peoplelike Toni Harris, who have the will not

just to survive, but to thrive. It’s just one way Sodexho helpsto improve the quality of daily life, not just for today, but forgenerations, and for the 35 million people in our nationaffected by hunger.To join us in the fight against hunger, please visit

www.helpstophunger.org. For more information aboutSodexho’s diversity and inclusion programs, please visitwww.sodexhoUSA.com/diversity.asp.

Stephen J. BradyPresidentSodexho Foundation


Top: Watonah “Toni” Harris, CommunityKitchen graduate and Sodexho, Inc.employee.

Above: Toni Harris, Sodexho, Inc. employeeand Richard Macedonia, president and CEO,Sodexho, Inc.

Sodexho

CORPORATE PROFILEName: Sodexho, Inc.Headquarters: Gaithersburg, MarylandWeb site: www.sodexhoUSA.comPrimary business: Food service and facilities managementEmployees: 110,000—United States; 125,000—North America

Sodexho Foundationsupports CommunityKitchen, a nationalprogram of America’sSecond Harvest—The Nation’sFood BankNetwork

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Contributing positively to ourcommunities and environment is

so important to Starbucks that they areguiding principles for our company.We jointly fulfill this commitment withpartners (employees), at all levels of thecompany, by getting involved togetherto help build stronger communities.In alignment with our guiding

principles, The Starbucks Foundationwas founded in 1997, with the missionto create hope, discovery and opportu-nity in communities where Starbucks partners live and work.Since then the Starbucks Foundation has maintained a focuson improving young peoples’ lives by supporting literacy andyouth development programs for children. To date, theFoundation has provided over $12 million to more than 700youth-focused organizations in the United States and Canada.Recently, The Starbucks Foundation and Starbucks

partners were honored for their support by City at Peace,Los Angeles, an after school program for teens. Now in itsfifth year, City at Peace is a dynamic youth developmentprogram that uses performing arts tobring together teenagers from diversebackgrounds, to create personal andsocial change in pursuit of a city atpeace. Through a creative process,participants learn to forge relationshipsacross cultures; resolve conflicts with-out violence; and work towards a

future of peace and understanding.City at Peace’s program accomplishes

the goals of the Starbucks Foundation’sgrantmaking. The program supports andguides, instructs and nurtures youth leadersof tomorrow. Youth are challenged toexamine the issues that young people facetoday and to create solutions for personaland societal change. They then presenttheir learning in a professional, theatricalsetting where they’ve created all thescripts, songs, music, sets and choreography

for a feature length performance.The success of City at Peace is also a testimony to the

Starbucks partners who have been able to establish ongoingconnections with the program. This has enabled City at Peaceto apply for and receive funding for three consecutive years,contributing to its steady growth in Los Angeles.In addition to City at Peace, LA, the Starbucks Foundation

has also supported City at Peace affiliates in cities across theUnited States.

Starbucks andStarbucks Foundationfocus on youthdevelopmentprograms


Starbucks

CORPORATE PROFILEName: Starbucks Coffee CompanyHeadquarters: Seattle, WashingtonWeb site: www.starbucks.comPrimary business: Food servicesEmployees: 137,054

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Sandra TaylorSenior Vice President,Corporate SocialResponsibilityStarbucks

We’re proud to partner with minority- and women-owned businesses around the world. By forming

strong relationships with organizations that promote equality and fairness, we help create better

opportunities for everyone. To learn more, visit us at chevron.com.

The more perspectives, the better our perspective.

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It’s a sunny Friday afternoon in SanAntonio, Texas, but Joseph Martinez,a Burbank High senior, has only onething on his mind—taking care of hismarket pig, Joe Bob. Martinez feeds JoeBob, cleans his pen and takes him for awalk at the school farm, completing thetwice-daily routine by early evening.“We started raising our pigs from

the day they were born, and we’ll carefor them until they go to market,” saysMartinez, motioning toward the dozenother Burbank High FFA memberstending to their pigs. “It’s a very hands-on program. There’s no time off duringweekends or holidays. It really teachesyou responsibility. Without Toyota’s support, we’d never getthe chance to experience this.”Since the early 1990s, Toyota has provided 10 scholarships

of $2,500 each annually to members of FFA (founded asFuture Farmers of America) pursuing a four-year collegedegree in any area of agriculture.Tammie Jones, treasurer of the San Antonio FFA Alumni,

and her family have been positively impacted by the program.“Toyota has given our kids a chance to get out there and

see what the world has to offer them,” Jones says. “My daugh-ter joined FFA and learned public speaking andleadership skills. Now she’s studyingagriculture education in college. Herdream is to become an Ag Ed teacher.”The progress at Burbank High,

Southside High and Southwest Highsince the program’s inception threeyears ago is significant. FFA member-ship at the three schools grew from 110students to 183. Hispanic membershipincreased from 56 to 123. Eleven stu-dents received college scholarships the

third year compared to three the first year.“I would be in a different place right

now (if not for her membership),” saysDanielle Ramirez, president of BurbankHigh’s FFA club. “I used to be shy anddidn’t have speaking skills. Now I’m out-going, and my communication withothers is so much better. I’m going to

enroll in the vet tech program at my community college andthen transfer to Texas A&M University. It feels good havinga plan.”“The San Antonio Toyota/FFA Diversity Initiative has

succeeded beyond anything that I had imagined,” saysMichael Rouse, Toyota Motor Sales corporate manager ofphilanthropy and community affairs. “Our investment gotstudents involved, got parents involved, got the school districtinvolved. It grew into something much greater than anythingwe could have done alone.”


Toyota

CORPORATE PROFILEName: Toyota Motor Sales, USA, Inc.Headquarters: Torrance, CaliforniaWeb site: www.toyota.comPrimary business: Sales and Marketing of Toyota, Lexus and Scion vehiclesEmployees: 6,000

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Michael RouseCorporate Managerof Philanthropy andCommunity AffairsToyota Motor Sales


San AntonioToyota/FFAdiversity initiativefarms out success

Above: TheNational FFAConvention.

Right: JosephMartinez at theSan Antonio StockShow and Rodeo,one of the largeststock shows inthe country.

Innovation has many faces.At Lockheed Martin, that includes everyone.

Whether it’s breakthrough technology for fighter jets, spacecraft that explore the cosmos, or

information systems that keep government running smoothly, Lockheed Martin has important

work to do. We need the sharpest minds available. And when we find them, we welcome them.

www.lockheedmartin.com© 2007 Lockheed Martin Corporation

In economically disadvantaged neigh-borhoods across America, communityhealth centers improve access to careand help close the gap in healthdisparities by providing people with theopportunity to see health professionals,regardless of their ability to pay. Fewof these communities have been undergreater strain than those in New Orleans.In the wake of Hurricane Katrina,

many poorer neighborhoods continueto lack the local healthcare services andinfrastructure that are desperately neededby its most vulnerable residents. As a result, the emergencyroom is often the only place where people can receive care,thereby increasing costs, stretching precious resources andsometimes delaying care for those with real emergencies.In response, the United Health Foundation, funded solely

by UnitedHealth Group, has devoted $17 million to establishfour “Centers of Excellence” in especially challengedcommunities in Washington, D.C., the South Bronx, Miamiand, most recently,in New Orleans.These essentialclinics receivemulti-year grantsof $1 millionannually to pro-vide expandedaccess to highquality clinical care

that is targeted to meet the needs ofethnically diverse individuals.The New Orleans clinic, called the

Daughters of Charity Health Center—St. Cecilia, was announced in August2006. Already, it is providing criticalprimary care, HIV outreach and behavioralhealth and preventive services to theresidents of the Bywater and the NinthWard communities, who were especiallyhard hit by Hurricane Katrina.Dr. Robert Post, a clinical leader workingwith the EXCELth Center of Excellence,

observed, “While New Orleans still has a long way to go,the establishment of a more reliable and easily-accessiblehealthcare clinic represents a critical first step in the rebuildingprocess. We are incredibly grateful to the United HealthFoundation. Their generosity is a dream come true andenables us to improve healthcare outcomes for underservedpopulations.”


UnitedHealth Group

CORPORATE PROFILEName: UnitedHealth GroupHeadquarters: Minneapolis, MinnesotaWeb site: www.unitedhealthgroup.comPrimary business: UnitedHealth Group is a diversified health and well-being company dedicatedto making healthcare work better.Employees: 58,000 (as of 12/12/2006)

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Reed V. Tuckson, M.D.Executive Vice Presidentand Chief of Medical AffairsUnitedHealth Group


United Health Foundationfunds Centers of Excellencein four challengedcommunities

Wachovia partners with Teach ForAmerica, the national corps of

outstanding recent college graduateswho commit two years to teach inurban and rural public schools. Thecompany and its foundation havecontributed $3.7 million to Teach ForAmerica, and the organization has received an additional$4 million from the Wachovia Championship PGA TOURevent.Nearly 17,000 individuals have served as corps member

since Teach For America began in 1990; currently, 4,400 areteaching in classrooms across the country. New York Cityteacher Leyla Bravo is committed to leveling the playing fieldfor students in low-income communities.When Leyla was a child, her family moved from Nicaragua

to Miami. “I was in a lot of advanced classes, and there werevery few other Latinos or black students even though themajority of my school was black and Latino,” she says.“I felt out of place.”That feeling intensified when she entered Harvard.

Eventually, Leyla not only caught up but became a campusleader. She rebuilt the pan-Latino student organizationFuerza Latina, created a Latino guide to Harvard, andstarted a salsa dance troupe. After she earned her BAin government/political science, her passion for helping theLatino community led her to join Teach For America.

In Leyla’s first year, she was the soleteacher for a class of 33 fifth graders atC.E.S. 70 in the South Bronx. Ten of herstudents had yet to master the alphabet.Unfazed, Leyla rolled up her sleeves andgot to work. “Because I wanted to get mykids where they needed to be as quickly as

possible, I used every resource,” she says. “I tapped into moreexperienced teachers and got advice from them, and thenI discovered what fit in my classroom.”By the end of the year, Leyla’s students had advanced

1.5 grade levels in reading and reached 79 percent contentmastery in everyday math.Wachovia is proud to support Teach For America corps

members like Leyla, who have touched the lives of more than2.5 million students.


Wachovia

CORPORATE PROFILEName: Wachovia CorporationHeadquarters: Charlotte, North CarolinaWeb site: www.wachovia.comPrimary business: Financial servicesEmployees: 108,000

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WachoviasupportsTeachfor America

Mike RizerDirector of CommunityRelations, Wachovia

Leyla Bravo, corps memberof Teach for America.




Across America, corporate entities—private, public, for profit and nonprofit,institutions of higher education, and secondary schools—are all struggling tofigure out how to best revitalize their diversity initiatives. Most entities are

quickly learning that more must be done if we are to capitalize on our human talent.As such, we must re-examine our current partnerships and create new streams ofcollaboration, particularly if we are to recruit, attract, and retain diverse candidates.We are all grappling with how to diversify our candidate pools and, more impor-

tantly, how to ascertain what we can do to become a premier employer of choice.That’s the million dollar question. As we begin to move forward and determine futureemployment goals, we begin to think about the skills required for those positions.Regardless of the industry, many of our positions will be in the technical, finance, cus-tomer satisfaction, and management fields. This means that most of our new hireswill need some form of higher education and, at the very least, a high school educa-tion or its equivalent. This is where our greatest challenge will lie.The need to redefine and expand our diversity perspectives rests with the knowl-

edge that our educational institutions are becoming pinnacles of hope for some andbastions of lost opportunities for others. In 2006, Time magazine reported thatat least 30 percent of America’s high school students have left school without gradu-ating. In the Rochester, New York, city school district, our graduation rates aremuch worse. We have 50 percent of our students entering 9th grade failing tograduate within 5 years. Less than half of the graduating high school students willattend college.

According to the 2000 Census, 15 percent of the adults in Rochester lack a highschool diploma. Latinos account for 42 percent, whites 12.6 percent, blacks 34.5 per-cent, and Asians 19.6 percent of those without a diploma. Additionally, of the27.1 percent of the population with a bachelor’s degree or higher, Latinos accountfor 12 percent, whites 28.9 percent, blacks 10.6 percent, and Asians 52.8 percent.

By Karen A. Jones, PhDExcellus BlueCross BlueShieldCorporate Director, Diversity


Blacks and Latinos are lagging behind theircounterparts when it comes to completinghigh school and getting a college degree.What is the long term impact? It means

that our companies will continue toencounter significant difficulties when try-ing to recruit candidates from local com-munities, especially black and Latinoprospects. Without a diverse pool of jobapplicants, candidates, and employees, wewill be ill-equipped to compete in the globalmarketplace.What must we do to address these chal-

lenges? We must begin to invest in ouryouth. To this end, we must create newpartnerships with our community-based organizations and ourlocal educational institutions to help strengthen literacy programsand encourage educational attainment. At Excellus BlueCrossBlueShield, we have initiated several approaches to meet this goal:

Partnered with a local community-based Head Start program tosupport their literacy projects. It is well documented that thepromotion of literacy enhances the learning process. Childrenwho are exposed early to letter recognition and letter sounds, willcomplete the 3rd grade reading at an age-appropriate level. Whenchildren develop a love for reading and learning, they will bebetter prepared to enter college, thus increasing their chances ofobtaining a degree.

Established a High School Students on Staff program. The goalof this program is to introduce young adults to the health careindustry with the hopes of encouraging them to select health careas a career choice. Students attending the Rochester city schoolsare eligible for two years of continuous employment. The studentsmust maintain a 2.5 grade point average, have a 93 percent highschool attendance rate, and have good performance appraisals.They are matched with a supervisor who in most instances servesas a mentor to guide the student throughout his/her tenure at thecompany. Upon graduation and acceptance into college, studentsthen are awarded a $500 scholarship.

Partnered with Rochester’s Summer ofOpportunity Program. This program is awonderful example of our collaboration withthe city. Every summer our city’s Bureau ofYouth Services partners with local companiesto identify summer youth employment oppor-tunities. For the last several years, we havehired six or seven students who were pre-screened by the city. Two of these studentswere subsequently offered part-time employ-ment opportunities.

Established a Business Associate Develop-ment Program. This program is designed toattract recent MBA or MHA graduates. It is a

high-level, rigorous two-year program that enables each candidateto complete three or four rotations in various departmentsthroughout the company. Each rotation lasts anywhere from sixto nine months, allowing the new hire to manage projects as anindividual contributor or as part of a project team. The goal is toprovide the candidate with an opportunity to secure a permanentposition within the organization, allowing him or her to touchupon other functional areas. Thus far, four of the five associateshave been offered permanent positions. Each candidate also has anexecutive sponsor to serve as a mentor.

As diversity leaders, it is imperative that we encourage ourcompanies to think outside the box, to re-examine our diversityinitiatives and our collaborative efforts. We must renew the effortsto invest in our youth, to provide them with skills to becomesuccessful in the academic and employment sectors. We mustprepare them so that they may regain the competitive advantage inthe global economy.We must raise our level of expectations. After all, if we don’t

invest in the communities we serve, we will lose the value gainedfrom having a diverse pool of educated job candidates, and this isa business case imperative we cannot afford to lose.

We must begin toinvest in our youth.To this end, wemust create newpartnerships with ourcommunity-basedorganizations and ourlocal educationalinstitutions to helpstrengthen literacyprograms and encour-age educationalattainment. AtExcellus BlueCrossBlueShield, we haveinitiated severalapproaches to meetthis goal.

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How do you rejuvenate your diversity strategies? First, you have to knowwhen, where and if it needs to be rejuvenated. If new hires, participants fordiversity training, employees, vendors and buyers for supplier diversity ini-

tiatives are coming in droves, then your diversity strategy is “hitting on all cylinders.”If, however, your company is not yet getting these desired results, you need to take

a fresh look at your strategies and determine what you can do to be more successful.The question then becomes, How do you know you are getting the desired results?

You have to know where you are going before you get there. You have to know whatyour desired goal is. At Harley-Davidson, a Managed Change Model is used. Duringthe pre-define, define and design stage of an initiative:• Stakeholders are assessed• Potential resistance is determined• Current, desired and change-state issues are reviewed• Potential risks are identified and documented• Change plans begin to be builtDuring the development stage, the change plans begin to be executed; during

implementation, the plans are monitored and adjusted; and during the sustain stage,the plan is executed.

To sustain the execution of the plan, you must regularly evaluate the results todetermine if your strategy needs tweaking or a complete overhaul. Choose evaluationtools and metrics that accurately assess the success of each initiative. If there are eventsor milestones for the initiatives, a review should be done once you’ve completed the taskto determine what worked and what can be improved. The improvements can then beimplemented and reviewed to determine if you are achieving the desired impact.

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

By Deborah P. Ashton, PhDHarley-DavidsonDirector of Diversity


• Connect the Strategy to the Business• Cultivate Champions and Allies• Choose Relevant Metrics• Celebrate Success

Connect the Strategy to the BusinessWhen you are asked whether there is a business case for diversity,you are being asked to demonstrate how your strategy contributesto the success of your business. So, to initiate or rejuvenate yourdiversity strategies, you need to have diversity principles, a diver-sity vision and a diversity mission for the company. All three mustbe connected to the company’s values, vision, mission and busi-ness strategy. These are the principles, vision and mission thatwere developed at Harley-Davidson.

Diversity Principles• Diversity is the right thing to do• Diversity is the bright thing to do to grow our people,to grow our business, to minimize our business risk, tostrengthen our brand

Diversity VisionHarley-Davidson values, embraces and celebrates diversity todevelop and continuously improve mutually beneficial relation-ships with stakeholders and to transform dreamers into riders inan increasingly dynamic and diverse market.

Diversity MissionOur Diversity Mission is to foster a culture that integrates diver-sity and inclusion into all aspects of the business in order tofurther fulfill dreams through the experiences of motorcycling.

The diversity principles are connected directly to Harley-Davidson’s values, people, market and brand. This gives Harley-Davidson a competitive edge in being an employer of choice andin expanding our market share.

Cultivate Champions and AlliesTo cultivate champions and allies, you must give credit to whathas gone before and validate what has been successful. When Ijoined Harley-Davidson, I understood it was important to “stop,look and listen.” After all, Harley-Davidson has been around forover a century and has been an icon for at least half a century; itmust be doing something right!

So I sought input from key stakeholders, potential championsand allies. If your stakeholders participate in the development ofthe diversity principles, vision and mission, they are more likely tohelp develop and own the diversity strategies. This ownershipensures that the strategies are aligned with business objectives andoverall success.

Key stakeholders and potential champions and allies knew I

valued what had gone before. They knew I was doing my home-work to lay down the foundation for successful rejuvenation. Bylistening, I am able to learn what works and what does not workat Harley-Davidson.By stopping, looking and listening, I have been able to identi-

fy and cultivate champions and allies. I have been able to see whohas the passion to be champions and allies and who needs thebusiness analysis to assume those roles. Part of cultivating is to:• Obtain CEO’s endorsement of diversity strategies• Develop champions across company• Collaborate with leaders• Focus on reaching business objectives• Have leaders’ commitments• Ensure accountability

I have been extremely lucky at Harley-Davidson; within thefirst six months the CEO, COO, GC, VP of HR, CFO andseveral Operation Executives agreed to be members of the newlyestablished Harley-Davidson’s Executive Diversity Council(EDC). When the business leaders are the diversity champions,the diversity strategies are rejuvenated.

Choose Relevant MetricsIt is important to know what is relevant to the targeted group.Determining what is relevant may be obtained through surveys,focus groups or interviews. After collecting data to determine yourcompany’s diversity strengths and diversity opportunities, you canaccentuate the strengths and find solutions to the opportunities.Once again, it is important to “accentuate the positive; eliminatethe negative”—keep the baby, throw out the bathwater. The met-rics that provide the best directions are metrics that are valued byyour company.For diversity events, attendance rate and positive evaluations of

the programs are important indicators. For diversity training, it isimportant that needs analyses are done periodically, because thediversity needs of your company may change over time. Up-to-date data and analysis keeps your diversity initiatives vital andrelevant to all your stakeholders.

Celebrate SuccessThe adage is, “What gets measured gets done.” To successfullyrejuvenate diversity strategies, you must understand that what isreinforced is repeated. You must not just choose relevant metrics;you must have the policies and procedures in place to rewardsuccess. Ultimately, the success of rejuvenated strategies is basedon sustaining momentum; the desired results are maintainedwhen the desired behaviors are rewarded.

In summary, how do you rejuvenate your diversity strategies?Practice the four C’s.


PDJPDJ


Dr. Christina Y. ChenDirector, Global Business ProcessImprovementDELL INC.As a major global company, Dell under-

stands that in order to be successful and a greatplace to work, our business must be able to

leverage the similarities and differences of all ourteam members. I have personally experienced Dell’s commit-ment to embrace the many cultures, lifestyles and races thathelp make Dell a winning and vibrant culture.I serve as the Executive Board Member of Dell’s

Asian Network Group, Asians in Motion (A.I.M.).My fellow A.I.M. members and I find ourselves inperpetual motion, working to enhance our contri-butions to the company, but also to increase aware-ness of our heritage among our non-Asian col-leagues. We also work to promote Asian Americans’growing role in corporate America and our communi-ties, and as business and civic leaders.My family and I celebrate our culture year-round because

of the many, significant contributions we have made to thiscountry and the world. However, I appreciate that May isdesignated as the official month for all of us to take timeto recognize and commemorate the many achievementsthat Asian Americans have made and continue to make toour nation.

Jackie ChenAccounting and Budgeting SupervisorGEORGIA POWER

One of the Asian American leaders thatmost inspires me is Ken Lee, UPS CorporateVP of International Security. He received the2006 Outstanding 50 Asian Americans inBusiness Award from the Asian American

Business Development Center, highlighting his con-tributions to the economy and community. Ken is an advisorto “Chopstix for Charity,” raising money for Asian humanservice organizations in the Atlanta area. He also serves ashonorary board advisor to the Association of ChineseProfessionals and serves on the U.S.-Pan Asian AmericanChamber of Commerce.What inspires me is his devotion for developing the next

generation of leaders. A second generation Asian American,

Ken started his career as an entry level employee in shippingand, by working hard and being a change agent and effectivenetworker, he progressed to being the highest ranked AsianUPS executive. Ken has provided me with candid feedbackthrough informal “get-to-knows” and formal speaking engage-ments that I have attended.The accomplishments of the Asian Pacific American

community are noteworthy and oftentimes not widelyrecognized. That’s why I believe we should celebrate AsianPacific American Heritage not only during the month ofMay, but throughout the year.

Michael E. ChenPresident and CEOGE COMMERCIAL FINANCEMEDIA, COMMUNICATIONS &ENTERTAINMENTThe people who inspire me most are my

father and late mother. In 1950, they left Chinain the hopes of giving their children a better future.

They had to leave everything behind and had very littlemoney, but believed in the importance of education. Aftergraduating with a PhD from Columbia University, my fatherwent to work for IBM. My mother also earned a master’sdegree from Columbia, and together they saved their moneyin order to educate my sister and me. They have inspired meto be the best that I can beand to do it with integrity,trust and commitment.It is important to com-

memorate Asian Americanheritage. We are successfuldoctors, engineers, businesspeople, entrepreneurs andmore. We are known forour dedication, work ethic,loyalty and honesty. I believewe have made Americaa better place and that Asian Americans will play a big partin global growth as American companies look to expandinto Asia.I am proud to be an American of Asian descent and the

head of GE’s Asian-Pacific American Forum. It is an honorand a privilege to work for a company whose Chairman,Jeff Immelt, understands the importance of building diversityin order to be a truly successful organization.

“My parents have

inspired me to be

the best that I can be

and to do it with

integrity, trust and

commitment.”


Mary DeanVice President, Women’s MarketNEW YORK LIFE INSURANCECOMPANYMy mother is my inspiration. She was the

driving force in my family. She always wantedall five of her children to contribute and add value

to society. It was her belief that the way to make this happenwas to get the best education possible.From the time we were very young she took us to the

library every day during summer vacation. She didn’t speak alot of English but somehow she managed to get to know allof our teachers intimately. She didn’t let the language barrierstop her from getting involved and monitoring our progress.I’m just beginning to appreciate how challenging it must havebeen to raise five children and be involved as much as she was.

Weysan DunSpecial Agent-in-Charge (SAC)FEDERAL BUREAU OF INVESTIGATION(FBI)Asian Pacific American Heritage Month is

significant to me both as an American of Asianethnicity and also as a federal government execu-

tive. My parents came to the United States fromChina in the 1950s, met and married in the United Statesand settled in the Midwest. My family was one of only twoAsian families in the community, so until I went to college,I had little exposure to other Asians and even less knowledgeof the contributions Asian Pacific Americans were making toour country.I chose a career of public service, starting as a U.S. Army

Officer after college. I then became a Special Agent of theFederal Bureau of Investigation (FBI) where I have served for25 years. I now have the privilege of being in the FBI’sSenior Executive Service and being the first person ofChinese ethnicity to become Special Agent-in-Charge ofan FBI Field Division.While there are many distinguished Asian Pacific

Americans, it is not any single individual but the collec-tive breadth, depth and impact of their accomplishmentsthat truly merit recognition. Asian Pacific Americans are notonly making significant contributions, but are leaders in vir-tually all fields and professions. Examples range from high-level government executives like former Washington State

Governor Gary Locke and current U.S. Secretary of LaborElaine L. Chao, to business leaders like NVIDEACorporation founder, President and CEO Jen-Hsun Huang;and Dell Computer General Counsel Lawrence P. Tu.Asian Pacific Americans have held senior U.S. Military

leadership positions such as U.S. Navy Rear Admiral Ming E.Chang, the first ethnic Asian to reach flag rank in the U.S.Navy, and former U.S. Army Chief of Staff, General EricShinseki. The beautiful music of cellist Yo Yo Ma and themagnificent buildings designed by architect I. M. Pei add tothe cultural richness of America.American jurisprudence has benefitted from the leadership

and contributions of Asian Pacific Americans such as RonaldS.W. Lew, the first U.S. District Court Judge in the continentalUnited States of Chinese ethnicity. While I do not personallyknow the people listed above, I am awed and humbled bytheir accomplishments and contributions.My good friend, Dr. Henry C. Lee, Chief Emeritus of the

Connecticut State Police Forensic Science Laboratory, formerCommissioner of the Connecticut State Police and Professorof Forensic Science, is a leader in not only the CriminalJustice field but in Forensic Science and academia. I findDr. Lee’s story particularly inspiring because of his humblebeginnings in the United States and the many obstacles hehas overcome on his path to being a highly respected, worldrenown Forensic Scientist.It is important to remember, acknowledge and highlight

the significance and breadth of Asian Pacific Americancontributions to the fabric of our country so that AsianPacific American youth will be proud of their heritage andencouraged to pursue their dreams and interests, knowingthat obstacles can be overcome and opportunities are limitlessfor those who apply themselves.

Tammy EdwardsDirector, Office of Inclusion andDiversitySPRINT NEXTELAt Sprint Nextel, inclusion and diversi-

ty are key parts of the way we do business,and Asian Pacific Americans are crucial to

this. We’ve seen the important contributionsAsian Pacific Americans have made to society and to theworld of technology and telecommunications in particular.From Dr. An Wang—whose developments in the areas of

calculators, word processors and computers are still seen in


the technology we all use today—to the members of OASIS,Sprint Nextel’s Asian Pacific American resource group, ourculture has been both strengthened and enriched by thecontributions of Asian Pacific Americans.I am excited to work at a company like Sprint Nextel that

celebrates these successes, not only during Asian PacificAmerican Heritage Month but year-round. OASIS membersdevote much time and energy to making Sprint Nextel abetter company—for their fellow employees, our customers,our vendors, and the communities in which Sprint Nexteldoes business.

Michael FerikSenior Vice PresidentAXA EQUITABLEI was raised in a multicultural home in

Toronto, the world’s most multicultural city.My mother is Philippina and my father isCzechoslovakian. Amongst my family and

friends, diversity has always seemed “normal” to me.Of the many Asian-Americans that have inspired

me, my mother stands head and shoulders above the rest. Sheis an inspiration to me.My mother earned a master’s degree in statistics and

pursued a career as a teacher and economist. She cameto Toronto to see the world and met my father. Overtheir 35-year marriage, she has fostered a wonderfulrelationship that continues to blossom. In addition toalways being there for my father and me, my mother isdevoted to her church community and has generouslygiven her energy and support to its many charitable causes.In all my endeavors, her love, support and example

motivate me to be the best that I can be. As an actuary, I havebeen proud to follow in her footsteps. I strive to live as fulfill-ing a life as she has in her career, religion and, most impor-tantly, as a spouse and parent.I celebrate my Mom every day. Appreciating culturalheritages of all kinds is a way of life, not a one-time,

scheduled event.

Sanjay GuptaBANK OF AMERICAAt Bank of America, we support a work

environment that fosters diversity, inclusionand innovation. Bringing people together

makes us a better company and helps us reflect the communi-ties where we do business.Here, I feel I am an employee first, an Asian American

second. I can share my insight as a business person and alsocontribute to the conversation through my unique back-ground and cultural experiences.I believe the first step to being a leader is connecting with

people and at the same time being comfortable with who youare. You can be proud of your heritage and be yourself whilestill being a good leader.It is about ensuring people bring every part of themselves

to work—meaning their education, culture, work experience,and thoughts to the conversation. It is important for AsianAmericans to encourage their teams to celebrate success andto be more comfortable talking about their own personalsuccess, as well as that of their team.I remind other Asian Americans that you can be successful

by being yourself and without fundamentally changing whoyou are. Be proud of your heritage and use your work andcultural experience to complement the business.Let’s commemorate the contributions of Asian Americans

not just in May, but all year long!

Tariq KhanVP, Market Development andDiversityNATIONWIDE FINANCIAL NETWORKFor me, every month is a celebration of

diversity. Our country is going through ademographic evolution that makes it increas-

ingly important to embrace the rich culturalheritage of our diverse populations. Understanding differentcultures and behaviors helps us to become better neighborsand better employers.One of the ways that we celebrate Asian Pacific American

Heritage Month at Nationwide is through our sponsorshipof the annual Columbus Asian Festival. This event, attendedby more than 100,000 people every Memorial Day weekend,celebrates the unique cultures of the Asian communitythrough artistic demonstrations, cultural displays andcolorful entertainment.As an Asian American associate, I’m proud to work for a

company that supports my community and the other commu-nities that surround us. Nationwide’s commitment to diversityis a true reflection of the On Your Side® promise that wedeliver to our customers, associates and the community.



Among the many Asian Americans who have inspired me,I would like to recognize all mothers in general and Asianmothers in particular for being the torch of our next genera-tion. Many Asian mothers have made education a top priorityand I believe the next generation of Asian Americans will beblessed with a superior education in what is a very competi-tive environment.

Amal K. NajSenior Vice President,Worldwide Investor Developmentand StrategyPFIZER INCI haven’t really consciously searched for role

models within the confines of my national originor culture or geographic boundaries. Instead, I have

found myself naturally drawn toward people, irrespective oftheir origin, who stood out for their natural ability to moveseamlessly across many divides. The people I’m drawn to seeothers not through the lens framed by one’s origin, but asthey really are in terms of traits that are universal across allhuman beings. I have met these “universal” human beingsthroughout my personal and professional life and admiredtheir innate qualities to look past the differences as well asto embrace them.Most of these people have been ordinary people, and they

demonstrated these qualities during the ordinary course of time.

Paul NakaeExecutive Vice PresidentBANK OF THE WEST

My father and uncle taught me thatacceptance by society is measured, in part,by individual success and by one’s personal

interaction with the community.My grandfather came to America from Japan in

1915 with the dream of owning a large farm. He eventuallybought that farm in Northern California. After World War II,my father and his siblings went on to universities and becamesuccessful in agriculture, aerospace, and teaching. They alsobecame very active in the community. My uncle was a found-ing member of a large cooperative fruit exchange. My fatherand mother were part of a group that helped found a newCatholic parish in Los Angeles. This sense of accomplishmentand volunteerism continues this day with myself, my siblingsand my own children.

At Bank of the West, we celebrate and promote diversityawareness on a year-round basis through senior management

actions and policies. With a footprint across the West andMidwestern United States, we have a multiplicity of ethnicbackgrounds and cultures. Personal achievement andcommunity involvement have always been a large part of thebank’s culture, which promotes all our diversities.

Frances S. Nam, Esq.Vice President,Government AffairsChair, Pan Asian Network GroupSODEXHO, INC.

My two young daughters and I observeAsian Pacific American Heritage Month by

participating in community events, gathering with our Asianfriends, and talking about the strengths that come fromknowing another culture. I live with one foot on Asianground and the other foot on Western ground.

Former Department of Transportation SecretaryNorman Mineta exemplifies the ability to live successfullyin both Asian and Western cultures. What I admire mostabout Secretary Mineta is that he never forgot his roots,having been interned in the Japanese internment campsduring World War II. He has personally mentored me andexemplifies one who has achieved great success, yet stillremembers what it was like climbing those lower rungson the ladder of success.

Nancy NgouCore Business ServicesPeople LeaderERNST & YOUNGMy mother is the Asian American

who most inspired me. I observed mymother’s ability to always stay true to

herself, yet blend with so many different typesof people and different cultures. We lived in the suburbs ofLos Angeles in a white neighborhood which over time becamea Hispanic neighborhood. My mother had an incredible abili-ty to get along with everyone, to make everyone feel at homeand to build deep, lasting relationships with such ease. Shecould strike up a conversation with just about anyone. Ourholiday celebrations always included friends and others whohad no place to go for the holidays. She would always invitethem over for dinner and to celebrate with us, as she neverwanted anyone to feel left out or alone. Throughout, herkindness was never forced, always genuine.

This month also allows us to appreciate the history and

We each have a

unique story to tell

Our di�erent backgrounds, experiences, thoughts and perspectives have helped shape us into who we are today.

As we help you protect the things that matter most to you, we know one approach won’t work for everyone.

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

backgrounds

experiences

thoughts

perspectives

Nationwide, the Nationwide framemark and On Your Side are federally registered service marks of Nationwide Mutual Insurance Company. 1-877-On Your Side is a service mark of Nationwide Mutual Insurance Company. © 2007 Nationwide Mutual Insurance Company, All Rights Reserved.


the challenges the various Asian groups encountered as theycame to the land of opportunity. The Chinese who workedhard to build the railroads but then were denied citizen-ship. Those who were only allowed to own laundries orrestaurants. The shameful treatment of the Japaneseduring war times. These reminders allow us to honorand respect our Asian ancestors for their tenacity and fightto ensure the generations that followed would be able toremain in the land of opportunity. This should also serveas lessons to all of us today as we welcome new immigrantsand new cultures into this great country.

Lily O’ByrneVice President, System Designand IntegrationLOCKHEED MARTINAs I reflect on those who have most

influenced me, I cannot help but first thinkof my mother, a lady of strength and character,

who always sought the very best for her family. Shewas a source of inspiration, focus, and direction for me. Shewas a constant in my life, always ready to guide, to teach,to advise, and to encourage me.

Another source of inspiration for me has been MadameChiang, the wife of the Chinese leader Chiang Kai-shek.Madame Chiang arrived in the United States at age ten, andwas educated through Wesleyan, in Macon, Georgia, andthen enrolled at Wellesley College, where she majored inEnglish literature and minored in philosophy. In her senioryear, she was named a Durant Scholar, Wellesley’s highestacademic distinction. Madame Chiang achieved a remarkableeducation in her time. She returned to China aftergraduation, and filled roles of increasing influence. Sheinitiated China’s New Life Movement in 1934, with thegoal of the “physical, educational and moral rebirth of theChinese nation,” based on traditional Chinese values.

Madame Chiang Kai-shek was her husband’s Englishtranslator, secretary, advisor, and a person of influentialsignificance for the Nationalist cause. In February, 1943,Madame Chiang became the first Chinese national, and thesecond woman, ever to address a joint session of theU.S. House and Senate, making the case for strong U.S.support of China in its war with Japan. She distinguishedherself as an ‘informal ambassador’ and was an adept bridge-builder of the highest order. I have endeavored to follow herexample in linking the values, ethics, and initiatives of theEast with my adoptive culture in the West.

Ly Ping WuVice PresidentTHE MANSION AT MGM GRANDMy parents, Yen Wu and Wei-FongWong Wu, are the Asian Americanswho have inspired me the most. In late

1948, my parents had to flee the civil warin China to escape communism. With young

children in tow, they left their families and worldly posses-sions and boarded a battleship to the island of Taiwan—off the coast of China—to start a new life.

I recall that in my youth, my parents spoke of the terrorof wars, the sadness of families being separated withoutcontact, and their endurance of hardships. But, through theirdetermination, optimism, and unwavering work ethic, mybrother, my sister, and I all completed college and receivedadvanced degrees. (My brother has a PhD in physics; mysister is a petroleum-physicist.) All of us established our ownlives with various rewarding pursuits and accomplishments.

Even though they are no longer with me, my parentsinspired me to live a productive, fulfilled, and happy life.I am confident and optimistic when faced with challenges,and I am grateful for what I can accomplish every stepof the way.

The United Statesof America is truly a landof opportunities, and it is anation rich with immigrants.We should be mindful of thecontributions made by allethnicities. We can only bestronger by respecting andbuilding on each other’sdifferences. This buildingprocess is like a river, flowingconstantly, and therefore, aswe designate a certain timeperiod to celebrate oneculture, we live to respectall cultures withouttime constraint.

“Even though myparents are nolonger with me,they inspired meto live a produc-tive, fulfilled, andhappy life. I amconfident andoptimistic whenfaced with chal-lenges, and I amgrateful for whatI can accomplishevery stepof the way.”

PDJPDJ


Real-Life MicroTriggers

MicroTriggers are those subtle—andnot so subtle—behaviors, phrases

and inequities that trigger an instanta-neous negative response.This issue, we offer three examples

submitted by real people whose identitiesand places of business are being protectedfor obvious reasons.

MicroTrigger #51(Getting physically close to you ortouching you when speaking)

“THE COMPANY I WORK FOR ISGREAT! The fact that I use a wheelchairhas not made a difference in the opportu-nities that I receive or in interactions withteammates. The only issue that Iencounter is that people often want totouch or lean on my wheelchair like itwas just a piece of furniture. My wheel-chair has become an extension of mybody, and I regard it as my personalspace. Having someone rest their foot onthe wheels, lean on the chair arm ormaneuver handlebars without my okay isintrusive. I know people don’t mean toinvade my space, but they’re doing justthat. And when they hover over me, itcan be very upsetting. I just don’t knowwhat to say without making the otherperson uncomfortable … but what aboutmy needs?”

MicroTrigger #7(Never remembering your name)and #32(Frequently confusing you withsomeone of the same demographic)

“I’M AN ADMINISTRATIVE ASSIS-TANT IN A LARGE COMPANY and

have worked in the same job with thesame people for over seven years. Threeadministrative people sit together outsidethe offices of the leaders we support. Ourbosses receive lots of calls and visits fromother people in the company, so we oftentalk with many of the same people severaltimes a week.All three of us are female, and

although we are all white women, welook very different from each other. It isvery annoying, however, when peoplecontinue to confuse me with one of theothers. It’s as though we are interchange-able and are not individuals. It is veryannoying and it makes me feel like I’mnot important. I still do my work in aprofessional manner but it can be hard totreat those people with a smile when Ifeel insulted.”

“I WORK AT A GOVERNMENTAGENCY; I NEVER WENT TO COL-LEGE BUT I WORKED MY WAY UPfrom a temporary secretary to a seniorspecialist in my field. I was attending ameeting where I felt strongly about anissue and believed I could sway the popu-lar vote to my point of view and I had asenior chemist to back me up. Well, themeeting started and my chemist was late.I was articulate in my argument, I’d donemy homework and had all the facts inorder. My boss said no. I reiterated mykey arguments clearly making my point.No, he’s not convinced. Just then thePhD chemist, who doesn’t have the orga-nizational skills to be on time for a meet-ing, strolled in. He quickly summarizedmy arguments and guess what … my bosswas convinced. I guess it sounds better ifthe speaker has a degree.”

“I AM A BLACK WOMAN WITH ALIGHT BROWN COMPLEXION.During the summer months, especially, Ioften receive ‘comparison’ checks frommy white co-workers regarding ourrespective skin tones. After a vacation or aweekend in the garden, these co-workerscome in to work, grab my arm, andproudly proclaim, ‘Look, I’m darker thanyou are!’ I’m never quite sure what theappropriate response should be. Do I say,‘That’s great, keep it up,’ or somethingthat lets them know how offensive thecomment is to me? I dread the summermonths at work and these ‘comparison’conversations.”

Janet Crenshaw Smith is President of IvyPlanning Group LLC, a consulting andtraining firm that specializes in diversity,stategy and leadership. Her book is titled58 LittleThings That Have a Big Impact.

M Y R T H A C A S A N O V A

P R I C E C O B B S

T A Y L O R H . C O X J R .

E L S I E C R O S S

E D I E F R A S E R

L E E G A R D E N S W A R T Z

R A F A E L G O N Z A L E Z

L E W I S G R I G G S

S T E V E H A N A M U R A

R O B E R T H A Y L E S

J E F F H O W A R D

E D H U B B A R D

K A Y I W A T A

B A I L E Y J A C K S O N

J U D I T H K A T Z

F R A N C I E K E N D A L L

M A R I L Y N L O D E N

J U A N L O P E Z

M Y R N A M A R O F S K Y

F R E D E R I C K A . M I L L E R

J U L I E O ’ M A R A

P A T R I C I A P O P E

M A R G A R E T R E G A N

A L A N R I C H T E R

A N I T A R O W E

A R M I D A M E N D E Z R U S S E L L

E D I E S E A S H O R E

T E R R Y S I M M O N S

G E O R G E S I M O N S

G A R Y S M I T H

J A N E T S M I T H

K A R E N S T I N S O N

S O N D R A T H I E D E R M A N

R O O S E V E L T T H O M A S

M I C H A E L W H E E L E R

T R E V O R W I L S O N

M A R Y - F R A N C E S W I N T E R S

H E R B E R T Z . W O N G

DiversityPioneersA very special feature—in the next Profilesin Diversity Journal.


Bank of the West 37www.bankofthewest.com

BellSouth 7www.bellsouth.com

The Boeing Company 15www.boeing.com

Chevron 57www.chevron.com

Cisco 11www.cisco.com

Dell, Inc. 43www.dell.com

Eastman Kodak Company 3www.kodak.com

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

Hallmark 31www.hallmark.com

Ivy Planning 63www.ivygroupllc.com

Lockheed Martin 59www.lockheedmartin.com

MFHA 53www.mfha.net

MGM MIRAGE 49www.mgmmirage.com

National City Bank 47www.nationalcity.com

Nationwide Insurance 75www.nationwide.com

PepsiCo, Inc. 77www.pepsico.com

Pfizer Inc 9www.pfizer.com

Pratt & Whitney 39www.pw.utc.com

Sodexho cover 3www.sodexhousa.com

Shell 61www.shell.com

UnitedHealth Group 41www.unitedhealthgroup.com

WellPoint cover 4www.wellpoint.com

http://www.bankofthewest.com

http://www.bellsouth.com

http://www.boeing.com

http://www.chevron.com

http://www.cisco.com

http://www.dell.com

http://www.kodak.com

http://www.ford.com

http://www.hallmark.com

http://www.ivygroupllc.com

http://www.lockheedmartin.com

http://www.mfha.net

http://www.mgmmirage.com

http://www.nationalcity.com

http://www.nationwide.com

http://www.pepsico.com

http://www.pfizer.com

http://www.pw.utc.com

http://www.sodexhousa.com

http://www.shell.com

http://www.unitedhealthgroup.com

http://www.wellpoint.com


THE EDGE IS NEVER DULL.

FORD E DGE Where the spirit of a sports car meets the versatility of an SUV. Where style, performance and innovation come

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

Its available panoramic Vista Roof™ opens three times larger than a traditional moonroof. And because you never know what’s ahead on the

twisty road that is life, every Edge has AdvanceTrac® with Roll Stability Control (RSC®). The Edge. Always sharp. Starting at $25,995 MSRP.*

*SE $25,995; as shown, SEL $30,135. Taxes, title and license fees extra. **Standard messaging, data and other rates may apply. Available on participating carriers with an Internet-enabled mobile phone only. Verizon and AllTel subscribers can go to the following URL in their mobile browser: ford.enpocket.com. T

PROFILESIN

DIVERSITYJOURNAL

MAY/

JUNE2007

•VOLUME

9NUMBER

3www.diversityjournal.com

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

Volume 9, Number 3MAY / JUNE 2007$12.95 U.S.

Buffy SwinehartAFLAC

Art ShingletonBANKOF THEWEST

Anne DeVoe LawlerCREW

Eileen Howard DunnCVS CAREMARK

Klaus EntenmannDAIMLERCHRYSLER

Margot J. CopelandKEYCORP

Eileen SweeneyMOTOROLA

Chad A. JesterNATIONWIDE

Mary WongOFFICE DEPOT

Ginny CrevelingONEOK

Jane RobertsonORACLE

PollyO’BrienMorrowPITNEY BOWES

Cynthia Z. ForbesPRATT & WHITNEY

Barbara Del DukeROHM AND HAAS

Kathleen deLaskiSALLIE MAE

Stephen J. BradySODEXHO

Sandra TaylorSTARBUCKS

Michael RouseTOYOTA

ReedV.Tuckson,M.D.UNITEDHEALTHGROUP

Mike RizerWACHOVIA

Alison HagerPFIZER INC

Thanks to you,equality in our workforce means a healthier workenvironment for all of our associates.

WellPoint proudly recognizes GLBT Pride Month andcelebrates the talents and successes of our GLBT associatesand business partners.At WellPoint, we are addressing tomorrow’s health care issues today.

By providing domestic partner benefits that include vision, dental, and dependent medical coverage toour associates, we are closing the gap between the insured and uninsured in the GLBT community.Also, by extending these benefit options to our members, we are leading the way in encouraging thegrowth of inclusive policies that not only recognize, but encourage diversity of all kinds, including sexualorientation and gender identity. Working to better people’s lives is not something you do everyday – butit can be, at WellPoint.

Better health care, thanks to you.

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

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Profiles in Diversity Journal | May/Jun 2007